Delegation is necessary for an organization to exist. Authority is delegated when a
superior gives a subordinate discretion to make decision. Clearly , supervisors cannot
delegate authority they do not have ,whether they are board members, Presidents,
Voice Presidents or superiors.
The process of delegation involves.
1. Determining the results expected from a position.
2. Assigning tasks to the positions.
3. Delegating authority to accomplishment of the tasks.
4. Holding the persons in that position responsible for the accomplishing meat of
the tasks.
5. Authority is delegate from higher level to lower level.
STEPS IN DELEGATING
SPLINTERERD AUTHORITY
Splintered authority exits whenever a problem cannot solve. In day to day operations
of any company. There are many cases of splintered authority. Many Managerial
Conferences are held because of the necessity of splintered authority to make
decisions.
RECOVERY OF DELEATED AUTHORITY
A manager who delegates authority does not permanently dispose of it , delegated
authority can always be regained. Re organization involves reorganization, rights are
recovered by the responsible head of the firm or a departments, to head of a new
department may receive authority formally held by other Managers.
THE ART OF DELEGATIONOF AUTHORITY
The most failure in effective delegation occurs not because Manager does not
understand the nature and principles of delegation because they are unable to apply
them. There are many reasons for poor delegation.
PERSONAL ATTITUDE TOWARD DELEGATION
There are many kinds of personal attitudes which cause poor delegation of authority
so Managers should fallow these steps.
1- RESPECTIVENESS
Decision making always involves some discretion and a subordinates decision is
not likely to be exactly the one superior would have made the manager who
known how to delegate must be able to help other and to compliment on their
ingenuity.
2- WILLINGNESS TO LET GO
A manager who will effectively delegate authority must be willing to release the right
to make decisions to subordinates. A major fault of some managers is that they want
to continue to make decisions for the positions they have left. Corporate president and
vice presidents who insist on confirming every purchase do not realize that doing so
takes their time and attention away from more important decisions.
3- WILLINGNESS TO LET OTHER MAKE MISTAKES
Since every one makes mistakes, a subordinate must be allowed to make some, and
their cost must be considered an investment in personal development serious or
repeated mistakes can be largely avoided without multifying delegation.
4- WILLINGNESS TO TRUST SUBORDINATES
Superiors have no alternative to trusting their subordinates; for delegation implies a
trustful attitude among them. A superior may put off delegation will the thought that
subordinates have not yet experienced enough, they cannot handle people, they have
not developed Judgment etc. Sometimes these considerations are true but then a
superior or should either train subordinates or else select others who are prepared to
assume the responsibility.
5- WILLINGNESS TO ESTABLISH AND USE BROAD CONTROLS
Superiors should not delegate authority unless they are willing to find means of
getting feed back. Obviously, controls cannot goals, policies and plans are used as
basic standard for judging the activities of subordinates.
GUIDES FOR OVERCOMING WEAK DELEGATION
The following guide can overcome weak delegation.
1- Define assignments and delegate authority in the light of results
expected.
2- Select the person in light of the job to be done.
3- Maintain open lines of communication.
4- Establish proper control.
5- Reward effective delegation and successful assumption of authority.
