International Journal of Innovation and Research in Educational Sciences

Volume 5, Issue 4, ISSN (Online) : 2349–5219

Effective Delegation and Control in Organizations

KIMEMIA N. JOHN and MAKIRA N. JUDY
Kenyatta University, Kenya, Corresponding author email id:
Date of publication (dd/mm/yyyy): 18/08/2018

Abstract – For effective management in an organization, the et al (2010) expounds on various characteristics of
top management must delegate some authority to the lower delegation which include : -
level of management. Through delegation, every manager (i) Functional Clarity.
becomes responsible and accountable for all the operations
This refers to the function to be done, methods of
under his department, division, section, unit etc. Delegation
facilitates co-operative efforts to the individuals working in an carrying out these functions and results expected must be
organization. Delegation is the assignment of authority and clearly defined.
responsibility to others in order to carry out these (ii) Matching Authority with Responsibility
assignments. Authority should match duties to be performed as well as
The top management cannot perform all the tasks of the personal capabilities of the subordinate.
organization and duties should be shared with immediate (iii) Unity of Command.
subordinates until all activities are assigned to persons who
In order to reduce conflict a subordinate should be
are made responsible to perform them. Delegation of authority
may either be formal or informal i.e. it may be put down in answerable to one superior.
writing detailing exactly what authority is delegated or it may (iv) Principle of Communication –
be merely mutually understood by both the superior and the Lines of communication should be kept open for issuing
subordinates. Authority delegated must be spelt out clearly to directives and receiving feedback.
avoid ambiguity which may result in misinterpretation by the (v) Principle of Management by Exception —
subordinate who may exceed the authority given to him or not Delegation can be applied to subordinates for routine
fully utilize the authority and may end up taking every
duties and decisions making. However, the management
problem to the superior for decision making.
must retain tasks for themselves which they alone are
Keywords – Delegation, Organizations, Responsibilities, uniquely qualified to perform.
Department, Subordinates.
IV. FACTORS THAT LEAD TO EFFECTIVE
I. INTRODUCTION DELEGATION
For effective management in an organization the top There are various factors that lead to effective delegation
management must delegate some authority to the lower (Kansas, 2012). These include:
level of management. Through delegation every manager (i) Define Assignment:
becomes responsible and accountable for all the operations Delegation can be effective only when duties and
under his Department, Division, Section, Unit etc. functions to be performed are properly analyzed and
Delegation facilitates co-operative efforts of the individuals classified according to various levels of delegation.
working in an organization.
(ii) Select the Person in the Light of the Job to be
done.
II. DEFINITION The person should be carefully selected bearing in mind
Delegation is the assignment of authority and the requirement of the job to be performed. This should be
responsibility to others in order to carry out these based on experience, skills and general capabilities.
assignments (Bell & Bodie, 2012). The top management (iii) Maintain Open Line of Communication.
cannot perform all the tasks of the organization and duties There should be clear understanding between superior
should be shared with immediate subordinates until all and subordinate about the nature and extent of authority
activities are assigned to persons who are made responsible delegated. Other members related with the activities should
to perform them. Delegation of authority may be either be informed about the extent to which the delegatee is
formal or informal i.e. it may be put down in writing allowed to take decisions. Free communication is necessary
detailing exactly what authority is delegated or it may be for effective delegation.
merely mutually understood by both the superior and the (iv) Training of Subordinate.
subordinates. The subordinate should be trained to use the authority
Authority delegated must be spelt out clearly to avoid delegated to him/her. The delegatee should be familiar with
ambiguity which may result in misinterpretation by the the plans and policies of the organization, so
subordinate who may exceed the authority given to him or that they can take correct decisions.
not fully utilize the authority and may end up taking every (v) Delegate Authority Commensurate to Results
problem to the superior for decision making. Expected.
The subordinate should be told about results expected
III. PRINCIPLES OF DELEGATION from them. How they achieve these results is left to them.
The top management will determine goals to be achieved
Delegation of authority should be result oriented. Sahni but it is left to the middle and lower level management to
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415
 International Journal of Innovation and Research in Educational Sciences
Volume 5, Issue 4, ISSN (Online) : 2349–5219

decide what action should be taken to achieve (a) Insecurity where the departmental head is reluctant to
the goal. take 'chances' and delegate tasks as they are
(vi) Establish Proper Control. accountable for the actions of their subordinates.
Authority can be delegated but responsibilities cannot be (b) The departmental head may feel the loss of power if
shifted to subordinates. The superior should ensure that subordinates do too good a job probably better than
delegated authority is properly used by the subordinates. they would have done.
(vii) Attitude of Management. (c) Some Departmental heads are unable to plan ahead and
Effectiveness of delegation depends on attitude of to decide which task are to be delegated and to whom.
management towards delegation. Management should be (ii) Reluctance to accept Delegation (Subordinates)
willing to delegate authority to lower levels. However, if (a) Insecurity — many subordinates may wish that their
the delegated authority is being misused or the subordinate heads make decisions instead of being held responsible
is not able to give expected results then the authority can be for any failure. This often arises due to the fact that
withdrawn. there is lack of confidence on the part of the head who
may not accept the 'failure' by his subordinates as a
V. THE PROCESS OF DELEGATION normal thing.
(b) The subordinates may not be given enough incentives
The process consists of three steps : - for assuming the responsibilities. Taking more
(i) Allocation of work Duties to Subordinates. responsibilities means working harder and if there is no
- Determine what subordinates are supposed to do. adequate compensation then the subordinate may be
- Consider capabilities of each subordinate and match unwilling to accept the delegated tasks.
them with assigned duties. (iii) Wrong grouping of Departmental activities
(ii) Delegation of Authority and Extent of Delegation. If the activities to be performed by the department are not
- Give authority to subordinates to make decisions and properly grouped then delegation becomes difficult.
implement the decisions on relevant matters (Dunham (iv) Unwillingness to trust the Subordinates or Lack of
and Pierce, 1989). Confidence in the Abilities of the Subordinates.
- The authority must be stated clearly and possibly put in Many times superiors do not have faith in the abilities of
writing to avoid ambiguity and indecision. their subordinates and therefore keep on postponing
- The authority should be related to tasks so that if tasks delegation until the subordinates gain more experience.
change then authority also changes. (v) Desire for Personal Credit
(iii) Creation of Obligation. Some superiors would like to claim personal credit for the
This is obligation on part of the subordinate to perform successful operation of the organization through his own
their duties satisfactorily. efforts not the efforts of the delegatee.
(vi) Fear that Subordinates will make Mistakes
VI. ADVANTAGES OF DELEGATION Some superiors fear that the subordinates will make
mistakes if authority and responsibilities are delegated to
When used properly delegation has several advantages them.
(Parikh, 2017). (vii) Belief that it is Easier to do the Job than to Train
These are:- the Subordinate to do So.
(i) It results in quick decisions. Some superiors prefer doing the job and then delegating
(ii) Delegation gives executives more time for strategic the authority to them. The superior thinks that the
planning and policy making. Strategic planning is done subordinate will not do the job effectively as himself. He
at top management and the day to day decisions are also feels secure while supervising the job himself even for
made at lower management levels. minor details.
(iii) Delegation is a motivating factor. Subordinate respond (viii) Fear that Subordinates will Surpass their
to delegated authority with favorable attitude and this Superiors
creates a sense of responsibility and dedication Some superiors are afraid to delegate authority to capable
resulting in pride and morale boosting. subordinates because they know that these subordinates are
(iv) Delegation can be a training ground for executive better talented than them. Such superiors therefore suppress
ability. By being allowed to analyze and make their subordinates’ talents by not giving the subordinates
decisions accordingly this prepares the subordinates for any chance.
problem solving process when they reach the executive (ix) Unwillingness of Subordinates to Assume the
level. Authority.
If the subordinates are not capable of taking decisions and
VII. BARRIERS TO EFFECTIVE DELEGATION assuming authority then they are likely to consult their
superiors even for minor details. They do not want to
(i) Reluctance to Delegate (Superiors). assume authority because they are afraid of the failure and
Superiors may prefer not to delegate tasks as they can do do not want to take responsibility for the failure.
the tasks better or their subordinate are not capable. This
feelings may come up due to:
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 International Journal of Innovation and Research in Educational Sciences
Volume 5, Issue 4, ISSN (Online) : 2349–5219

VIII. RESPONSIBILITY XII. CONCLUSION

This is the state of being answerable for discharge of It is important to remember that, whether your
duty. It should be equal to the authority delegated for the Department/Division is big or small, you cannot manage it
discharge of duty. That is if a person is responsible for the alone successfully. You will be inviting chaos and
results of a given operation he/she should be given enough inefficiency. You must learn to delegate responsibilities and
authority to do what is necessary to ensure success. authority to your subordinates in your own interest and in
the interest of the institution you are trying to serve. Your
IX. ACCOUNTABILITY health may suffer by trying to do too much; in any case you
cannot possibly deal efficiently with all tasks, which other
This is the state of being required to stand for your people may have time and energy to do.
actions. Each departmental head is accountable for all the Furthermore, some members of your Department/
operations under his/her departrnent. Division may become unhappy if you do not entrust them
with some responsibilities which they are eager and ready
X. CREED OF DELEGATION to carry out. You will strain your relationship with them.
Obviously, one effect of not delegating responsibilities will
(i) Mutual trust in sharing of responsibilities with juniors. be poor organization inefficiency and failure to achieve the
(ii) Analysis of the job to be done — job description goals of the institution. Therefore you should see the
(iii) Choosing the right person for the job — job analysis. departrnent not as your 'own' but as one which every
(iv) Transfer of authority, decision-making and member is playing some vital role and in which one of your
responsibility. main duties is to co-ordinate and supervise the various
(v) Creation of a sense of obligation and accountability. functions. You must establish a chain of command to make
(vi) Willingness and ability to tolerate initial failings of things work harmoniously and efficiently. You must
juniors. delegate.
(vii) Willingness and ability to train. In delegating, you should bear in mind that you are still
(viii) Delegate but do not abdicate. the boss of the Department and the Accounting officer of
both funds and all other activities in the Department. Once
again I remind you — ‘Delegate but do not abdicate’.
XI. SUMMARY ON DELEGATION
l. How to delegate? When delegating, it is necessary to REFERENCES
remember that:-
[1] Bell, R.L. and Bodie, N. D. (2012). ‘Delegation, authority and
(a) Responsibilities/duties should be delegated to those responsibility: Removing the rhetorical obstructions in the way of
that have the necessary/relevant ability, knowledge, and paradigm.’ Journal of Leadership, accountability and Ethics
experience, interest and enthusiasm. It is dangerous to 9(2)94-108.
[2] Dunham, R.B., and Pierce, J. L. (1989). Management. Glenview,
delegate to someone who is not interested, indifferent
Illinois: Scott, Foresman Publishers.
or unwilling to perform the tasks given. [3] Kansas (2012). Effective delegation. Retrieved May 5 2017 from
(b) The duties/responsibilities delegated must be precise http://www.kansas4-h.org/resources/4-h-library/4-h-
and where necessary clearly spelt out in writing. Clear clubs/strengthening-clubs-1/docs/effective-delegation.pdf
[4] Parikh, V. (2017). Advantages of delegation. Retrieved April 16,
directions must be given.
2017 from http: // www.letslearnfinance.com/advantages-
(c) The person to whom duty/responsibility is delegated disadvantages-of-delegation.html
must not be over-burdened — fair distribution is [5] Sahni, P. and Vayunandan, E. (2010). Administrative theory. New
necessary. Heavy tasks should be delegated to Delhi: PHI Learning Private Limited.
committees and not to individuals.
(d) Delegation should not be half-hearted. It should be
complete -- gaps, overlaps and splits should be
avoided.
(e) Delegation needs to be strengthened and supported by
mutual trust so that the delegatee develops confidence
which should lead to better performance.
(f) It should be made clear to the delegatee that delegation
goes with accountability. This makes the delegatee
considerate and cautious.
(g) The delegatee should feel supported if he/she is to
perform effectively.
(h) It is necessary that delegation is strengthened by clear
channels of feedback to the delegator so that checks are
made in time. Therefore, scheduled consultations/
meetings/briefs are necessary.
(i) The delegatee must be motivated so that they can
perform better.
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