Principles of Management _ Delegation of Power and Responsibilities

Principles of Management

Delegation of Power and Responsibilities

Definition: Delegation of authority is the process a manager follows in dividing the role assigned to him so that he performs that part which because of his unique organisational placement only he can perform effectively and so that he can get others to hep with what remains.

Delegation means process by which managers transfer formal authority from one person to another within an organisation.

To delegate means to grant or to confer.
To delegate does not mean to surrender authority.

The assignment to another person of formal authority (legitimate power and accountability) for carrying out specific activities.

Reasons for Delegation.

1. Enables superior to concentrate on tougher/important assignments/jobs.
2. Development of subordinates
3. Leads to higher motivation.
4. Improves morale and attitude.
5. Better results and quick decision
6. Improves superior-subordinate relations.
7. Enhances team spirit
8. Reduced wastage and absenteeism
9. Facilitates promotions of subordinates
10. Better coordination
11. Better work performance of the organisation
12. Succession planning

Four Stages of Delegation.

1. Assign Duties
2. Transfer authority
3. Acceptance of condition Reject
4. Creation of Responsibility
Stage I – Assignment of duties
Stage II – Determination of results expected
Stages III - Granting of authority
Stage IV – Creating accountability for performance

Conclusion: Duty, authority and responsibility are 3 fundamental components of delegation. All three phases of delegation are interdependent. They are inevitable attributes of delegation and no two can stand without presence of the third like a three-legged stool if any of its legs is ever broken.

Barriers in Delegation (For senior)

1. Tendency of people to do things personally.
2. Desire to dominate – Want too be centre of attraction.
3. Fear of being exposed.
4. Fear of losing control
5. Lack of confidence in subordinates
6. Lack of ability to give directions
7. Fears of subordinates excellence
8. Creating indispensability
9. Nature of job – Time constraints, confidentiality of matter, competence of subordinates, etc

Barriers in Delegation (for Subordinates)

1. Fear of being exposed
2. Fear of criticism
3. Absence of self confidence
4. Absence of positive incentives
5. Undue interference by superiors
6. Poor superior – subordinates relations
7. Dependence on decisions
8. Overload of existing work
9. Favouritism in delegation by superior- Better rewarding jobs for chosen few
10. Unwillingness to take responsibility
11. Comfort Zone
12. Feeling that the work is not deserving him (inferior work being delegated when person rates him suited for much higher level of work)
13. Peer pressures

Guidelines for Effective Delegation

1. Determine Objectives. Objectives must be clearly determined, stated and understood.
2. Provide Incentives. Recognition, appreciations of good work, promotions, monetary benefits etc help to motivate the subordinates for accepting the delegation of duties.
3. Maintain Favourable Atmosphere. Mutual confidence, co-operation, team spirit, cordial relations between superiors and subordinates hep effective delegation.
4. Select Competent Subordinates. A properly trained qualified, and responsible subordinate to be selected for successful delegation.
5. Establish Necessary Controls. Periodical reports of performance help to keep control without unnecessary interference.
6. Provide Necessary Training. Training to be given to enable subordinates to handle the delegated jobs effectively and efficiently.
7. Give subordinates enough freedom to do the job.
8. Principles of Unity of Command – Only one superior.

Centralisation

Def. The extent to which decision-making and control authority is concentrated at the top of management.

Advantages.

1. It facilitates standardisations of procedures and systems.
2. Unity of actions
3. Economical and no duplication of work
4. Facilitates quick decision making
5. Facilitates better Co-ordination
6. Communication is fast and quick
7. Less paper work
8. Facilitates personal leadership
9. To provide for integration
10. Simple authority structures
11. Quality of management
12. Better for handling emergencies
13. Economy of expenditure

Disadvantages

1. Overburdens manager leading to delays
2. Does not allow full scope for specialisation
3. May affect customer service
4. Does not boost morale of juniors
5. Possibility of red tapism
6. Difficult for large companies
7. Top heavy lop sided organisational structure
8. Distorted decision making
9. Poor motivation and morale
10. Communication system may get affected
11. Impediment to organisational growth

Decentralisation

1. Decentralisation means partial dispersal and devolution of management levels in a formal and purposeful manner.
2. Decentralisation is the tendency to disperse decision-making authority in an organisation
3. Provides relief to top managers.
4. Encourages initiatives among junior cadre of management
5. Helps in development of Junior Managers
6. Boosts morale of Jr and Middle Management
7. Effective customer service
8. Beneficial for large organisations
9. Quick decision making
10. Growth and diversifications
11. Flexibility for organisations
12. Communication systems
13. Multiple managerial centres
14. Top management free to devote energy for strategic planning.
15. Quality of Decisions
16. De-bureaucratising of approach

Disadvantages

1. High operating costs
2. Duplication of jobs
3. Coordination problems
4. Important decisions involving all levels get delayed
5. Communication gap
6. Uniformity lacking
7. Loss of control
8. Imbalance
9. Craze for authority
10. Paucity of general management talent
Factors affecting decision of company to Centralise or decentralise

1. History of organisation
2. Size of the organisation
3. Philosophy of organisation
4. Matter of planning.

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