The concept of corporate identity

A corporate identity is the overall image of a corporation or firm or business in the minds of diverse publics, such as customers and investors and employees. It is a primary task of the corporate communications department to maintain and build this identity to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks.

A trademark is a recognizable sign, design or expression which identifies products or services of a particular source from those of others. The trademark owner can be an

individual, business organization, or any legal entity. A trademark may be located on a package, a label, a voucher or on the product itself. For the sake of corporate identity trademarks are also being displayed on company buildings.

A logo is a graphic mark, emblem, or symbol commonly used by commercial enterprises, organizations and even individuals to aid and promote instant public recognition.

Corporate block may consist of two or more elements: a trademark, the full name of the company, and its postal and banking details of various captions (for example, the list of goods and services firm), slogan and graphic decorative elements. Corporate block is useful because it can be used without change for registration forms and envelopes.

 

Delegation of authorities in organization

Delegation is the devolution of authority to another person, who takes responsibility for carrying out specific activities.

Responsibility is a duty or obligation to complete a task satisfactorily, that one must fulfill, and be ready to show successful results to your head.

You can delegate authority, not responsibility. As a rule, authority is delegated to a post, in general, not to a single person.

There are the following common barriers in delegation of authority:

From manager's side:

Reluctance to delegate

Some managers are reluctant to delegate authority to subordinates. They believe that they can make a better decision than their subordinates.

Fear of losing importance

Managers who feel comfortable with authority, fear to delegate authority. They feel that it will reduce their importance.

Loss of control

Some managers consider that they will lose control by delegating authority to their subordinates. They feel that if they delegate authority to their subordinates, they won’t be sure to achieve assigned responsibilities from subordinates.

Mutual distrust

Managers are often reluctant to delegate authority to subordinates if there is an environment of distrust in the organization. A manager must have confidence in his own ability to help, guide and control his subordinates before delegating authority. If a manager does not have the ability to make a sound decision he does not believe in his subordinates. He does not want to take risk to get jobs done from others.

Fear of subordinates

Managers are reluctant to delegate authority if they fear that it will reveal their downsides. They feel that their subordinates will perform better and may create problems in their own career.

From subordinate’s side:

Required information for making decision may not be available.

The subordinate may already have too much with work.

Subordinate may lack the skill and knowledge for effective decision making.

The subordinate has no motivation for accepting the additional responsibility that goes with the authority.

Authority delegated without matching responsibilities.

Lack of self-confidence.

Existence of element of fear and frustration.

No independence in thinking.

Ways to make delegation effective:

Let employees know you believe in their ability to carry out the task.

Clearly define the employees' authority and responsibility.

Monitor progress and establish feedback mechanisms.

Reward employees for the positive results they produce.

Create an accurate control system to prevent abuse of authority among subordinates.

Define your problems and improve your leadership skills.

Try not to criticize subordinates without serious reason.

Keep the matching concept: a set of someone's tasks should match with his level of responsibility.