Delegation

Delegation can be defined as the act of assigning formal authority and responsibility for completion of specific activities to subordinates.
Delegation is necessary since no superior can personally accomplish and supervise all the tasks in the organization.

Delegation to subordinates does not make managers any less responsible to their superiors. Delegation of responsibility does not mean abdication of responsibility by the delegating managers. After delegation the delegating manager still retains the responsibility for the accomplishment of the tasks. In short the delegating manager must answer why a delegated activity was not done, remains responsible for any necessary mistakes caused by subordinates to whom he delegated. In other words one does not delegate responsibility because responsibility always remains with the delegating manager.

The extent to which managers delegate authority and accountability is influenced by such factors as the culture of the organization, the specific situation involved and the relationships, personalities and capabilities of the people in that situation.

In delegating the manager must first assign responsibility, then he must grant the authority necessary to carry out the task and finally he must create accountability.

Barriers to delegation

Managers may be reluctant to delegate because of several reasons:

•    Negative personal attitudes—some managers may lack confidence and trust in their subordinates and therefore find it difficult to delegate to them.
•    Unreceptiveness of other peoples views—some managers are unable to welcome other peoples views.
•    Unwillingness to let go—delegation entails willingness to give others the right to use their discretion. Managers who are unwilling to part with some of their authority find it difficult to delegate.
•    Unwillingness to let others make mistakes—mistakes are part of learning and subordinates must be allowed to make mistakes, but managers who fear to be let down by subordinates mistakes will not delegate easily.
•    Perceived threat— superiors are usually afraid of being replaced or outshone by brighter and better educated subordinates, and hence may limit the authority they pass to them.
•    A feeling of inadequacy—a manager who is not competent fears that they will expose their lack of skill through delegation.

Guidelines For Effective Delegation:

The guideline presented in the following sections can help ensure that authority is delegated properly:

1. Grant proper amount of authority

This is the principle of parity of authority and responsibility. It means that responsibility for results cannot be greater than the authority delegated. Conversely responsibility should not be less than the authority delegated. Enough authority should always be delegated to achieve the desired results. Failure to delegate the necessary authority to discharge the responsibility implies that subordinates should not be held responsible for it would be both unsatisfactory and inequitable. At the other extreme too much authority can result in a manager's "running away" from the situation to the detriment of the organization e.g. too much authority over money may lead to misappropriation and improper investments by managers.

2. Define the results expected

Another helpful approach is for the delegator to make sure he or she has clearly defined the results expected. If a manager defined precisely what is to be done, he or she is in a much better position to decide how much authority to delegate.

3. Consider the capabilities of the subordinate

In delegating it is important that the manager considers the experience background and intelligence of the person to whom authority is to be assigned. Generally the more able the individual, the more authority the person will be able to handle. However, allowances for mistakes should be made.


4. Make sure the authority is clearly stated

If authority is not clearly explained problems can develop. Authority relationships should be clear not only to the subordinates but to all others concerned as well. The person in charge should be known to everyone involved in an activity i.e. all those concerned should know where authority resides.

5. Modify the authority whenever necessary

Managers should maintain a flexible attitude about what kind of and how much authority to delegate. Because of changes in the external environment (new laws, economic conditions etc.). Authority is always revocable or subject to modification. It can always be taken back, increased, decreased, or otherwise changed by the person who granted it in the first place.


6. Follow unity of command and chain of command

Ideally, authority should be delegated so that each individual reports to only one superior. Doing so is often not possible because of the need for staff specialists, who frequently are given functional authority.
It is also important for each person to know the source of authority delegated to him or her. Each manager at all levels should know what decisions should be made by him or her and what decisions must be passed upward to a superior. When this chain of command is violated, the working authority of a manager is endangered.

7. Develop a willingness to delegate

Without delegation no organization can function well, and some of the largest obstacles to effective delegation are psychological. Lack of courage to delegate properly and of the knowledge of how to do it is one of the most general causes of failure in an organization.
Many managers are afraid to delegate authority because they fear the subordinate will not perform satisfactorily and thus will make them look bad. Two observations are in order in dealing with fear of subordinates. First, an effective organization is never built by holding good people back. Second, an old maxim in management states, "managers are judged not by what they do but by what they cause others to do".

8. A supportive climate

A supportive managerial climate free of fear and frustration should prevail. Mistakes should be treated as teaching points and not causes for reprimand. A supportive and positive attitude towards subordinates should be maintained. Participative management styles are more suitable than authoritative ones for effective delegation.

9. Free communication

Delegation works best where superiors and subordinates communicate freely.

10. Control techniques

Control ensures that the delegated authority is not being abused. Control tools should not however interfere with the day to day work of subordinates.

Advantages of delegation

•    Delegation enhances prompt action as no consultation is needed before decisions are made.
•    It enables the superiors to perform higher levels of work. This is because decisions are made at   the lowest competent levels.
•    It helps subordinates develop themselves professionally by doing challenging work. Subordinates become competent.
•    Decisions are likely to be better as they are made at the lower levels of the organization close to where the problems are.
•    Delegation also improves morale. Delegation means job enrichment and management by objectives which enhance morale and commitment.

Disadvantages of delegation

•    the subordinate may make a serious mistake regarding the delegated work, but the superior will take the blame.  
•    the subordinate may have the knowledge and skills to do the delegated work, but he or she may not put in maximum effort as the superior would do.
•    if you assign responsibility without authority, the delegated work will not be properly done.
•    If you delegate work to someone who avoids decisions he will not make mistakes but the work will suffer.