The Perceived Effects of the Acceptance View of Authority on Superior – Subordinate Relationship in a Profit-Oriented Organization: A Case Study

Abstract

In most organizations, authority is still regarded to have originated from the top levels of the hierarchy. Since superiors are often vested by the organization with power and authority to influence subordinates' behavior and direct their actions, subordinates are therefore expected to recognize this power and authority through compliance. This traditional view of authority has long pervades in most organizations. However, despite this formal authority sanctioned on the superiors by the organization, subordinates in some instances choose not to comply with an authority's command. Cases such as these debunk the traditional view of authority and support the acceptance view of authority. The acceptance view of authority supports the idea that authority comes not from the formal position one occupies in the corporate ladder but from the willingness of those from the lower levels of the hierarchy to carry out directives. Instruction giving has always been part of the interaction between superiors and subordinates: Subordinates' performance is partly evaluated on the way they carry out directives the same way the superiors' effectiveness is gauged in terms of their ability to influence subordinates' behavior. As such, this research posed the main problem: What are the effects of the acceptance view of authority on superior-subordinate relationship in a profit-oriented organization? The organization used in this study is Corporation X. In answering the main problem, the researcher also addressed the following sub-problems: 1. Is the practice of the acceptance view of authority evident in Corporation X? 2. What causes the subordinates to disobey the superior's directives? 3. What causes the subordinates to obey the superior's directives despite apprehension? 4. What are the manifestations of the subordinates' act of disobedience? 5. What are the manifestations of the subordinates' apprehension in carrying out directives? 6. What are the actions initiated by the superior in response to subordinates' act of disobedience? Given the main and sub problems above, the general objective of this research, therefore, is to determine the effects of the acceptance \'iew of authority on superior-subordinate relationship in a profit-oriented organization. One significance of this study rests on its ability provide organizations insights on the underlying values and interests of the employees for refusing to comply with an authority's directives. By knowing these values and interests, organizations would have a better understanding of how they can further motivate and influence employees' behavior. The unavailability of some of the respondents, whose assigned jobs were primarily fieldwork, was one limitation or this study. Another limitation was the inaccessibility of the department head for an interview. Thus, the two superiors were also considered subordinates to another superior. The components of the models of the acceptance view of authority, zone of indifference, and progressive discipline process were all integrated to form the theoretical framework for this study. The model of the acceptance view of authority describes the very process of how authority is accepted or not. On the other hand, the zone of indifference model illustrates the extent to which employees may obey directives. It also describes how employees' zone could be extended to make them obey orders they feel reluctant in carrying out. And the last model used, the progressive discipline process, illustrates the progressive disciplinary actions initiated by the superiors in response to misbehavior. A descriptive approach \Vas used to discuss the practice of the acceptance view of authority and its effects on the superior-subordinate relationship in Corporation X. Corporation X was used as the model organization for this study because of the centralized nature of its functions and structure which puts too much emphasis on ones' formal authority and power. Moreover, to answer the main and sub-problems posed earlier, the researcher distributed survey questionnaires to 21 employees, which represented a census of the population except those who were out in the field. Interviews with two managers in the Corporate Affairs Office were also conducted. In general, the research findings indicated that despite the centralized nature of the structure and functions in Corporation X, the acceptance view of authority is practiced in the company and are displayed in employees' behavior in various ways. Manifestations of disobedience are either clearly displayed or passively exhibited. However, even though the employees are given orders they feel reluctant in carrying out, more often than not, they obey rather than disobey. The main reason why orders are more often carried out than not is attributable to the kind of behavior that managers display, which also determines the kind of relationship they establish with the employees, towards the employees. Thus, it could therefore be assumed that it is the managers' behavior and relationship with the employees that have extended their zone of indifference and thereby make them obey despite hesitation. Findings also shows that the overall effect of the acceptance view of authority on superior-subordinate relationship is positive as both managers and the employees become more open to each other resulting in a better working relationship. Employees also improve performance and are even more challenged to do a better job. Therefore, from the findings generated by this study, it is logical to conclude that even though the practice of the acceptance view of authority is evident in Corporation X, the effects on superior-subordinate is positive because the managers have successfully extended the zone of indifference of the employees. The acceptance view of authority, though already an old concept, is still a new topic to explore. Managers should not always regard disobedience as an act which produces no positive results for the organizations. Sometimes, it is through the employees' act of disobedience that managers can better understand what the employees' expectations are of the company and of their jobs. Organizations, thus, can use this knowledge in further motivating employees to improve performance and therefore contribute to organizational effectiveness.