Delegation

DELEGATION OF AUTHORITY
Delegation of Authority means division of authority and powers downwards

to the subordinate. Delegation is about entrusting someone else to do parts
of your job. Delegation of authority can be defined as subdivision and sub
allocation of powers to the subordinates in order to achieve effective results.
Elements of Delegation
1. Authority -, Authority can be defined as the power and right of a person

to use and allocate the resources efficiently, to take decisions and to give
orders so as to achieve the organizational objectives. Authority is the right to
give commands, orders and get the things done. The top level management
has greatest authority. Authority always flows from top to bottom. Delegating
the authority to someone else doesn’t imply escaping from accountability.
Accountability still rest with the person having the utmost authority.
2. Responsibility - is the duty of the person to complete the task assigned

to him. A person who is given the responsibility should ensure that he
accomplishes the tasks assigned to him. If the tasks for which he was held
responsible are not completed, then he should not give explanations or
excuses. Responsibility flows from bottom to top. The middle level and
lower level management holds more responsibility. The person held
responsible for a job is answerable for it.
3. Accountability - means giving explanations for any variance in the actual

performance from the expectations set. Accountability cannot be delegated.
The top level management is most accountable. Being accountable means
being innovative as the person will think beyond his scope of job.
Accountability ,in short, means being answerable for the end result.
Accountability can’t be escaped. It arises from responsibility.
DELEGATION PROCESS
Allocation of duties
Granting of authority
Assigning of responsibility and accountability
Creation of accountability
1. Allocation of duties — The delegator first tries to define the task and
duties to the subordinate. He also has to define the result expected from the
subordinates. Clarity of duty as well as result expected has to be the first
step in delegation.
2. Granting of authority — Subdivision of authority takes place when a

superior divides and shares his authority with the subordinate. It is for this
reason; every subordinate should be given enough independence to carry
the task given to him by his superiors.
The managers at all levels delegate authority and power which is attached to
their job positions. The subdivision of powers is very important to get
effective results.
3. Assigning of Responsibility and Accountability — The delegation

process does not end once powers are granted to the subordinates. They at
the same time have to be obligatory towards the duties assigned to them.
Responsibility is said to be the factor or obligation of an individual to carry
out his duties in best of his ability as per the directions of superior. Therefore,
it is that which gives effectiveness to authority. At the same time,
responsibility is absolute and cannot be shifted.
4. Creation of accountability — Accountability, on the others hand, is the

obligation of the individual to carry out his duties as per the standards of
performance. Therefore, it is said that authority is delegated, responsibility is
created and accountability is imposed. Accountability arises out of
responsibility and responsibility arises out of authority.
Therefore, it becomes important that with every authority position an equal

and opposite responsibility should be attached.
Therefore every manager, i.e., the delegator has to follow a system to finish
up the delegation process. Equally important is the delegate’s role which
means his responsibility and accountability is attached with the authority
over to here.
Features of Delegation
1. A co-operative relationship: Delegation is a co-operative relationship. It

is a demanding function; it requires sacrifices from both, the delegator and
the one to whom the responsibility/task has been delegated to.
2. Act of mutual reliance: Delegation is an act of mutual reliance, an

expression of dependence and trust on another person’s abilities. This also
involves an assumption on the part of the one who is delegating the
authority that the individual to whom duties have been delegated possesses
the necessary skill and strength to be able to discharge those tasks or duties.
3. Freedom of thought and action: Delegation means freedom of action

sufficient to get the tasks accomplished. It means freedom to make
decisions, permission to make mistakes and freedom to use one’s full
capacities. This does not mean that the manager leaves the subordinate on
his own to sink or swim. It simply means that the one who has, delegated the
authority guides the one to whom the delegation has been done, o as to let
the latter learn the nuances and succeed by trial and error method.
4. A courageous act: Delegation of authority or responsibilities is quite a

changing act. The fear of being ultimately response compels many managers
to indulge in under delegation.
5. Forward-thinking principle: Delegation, from a behavioural point of

view, i the most forward-thinking principle’. It opens a new chapter in
superior subordinate relationships.
The granting of freedom to act by the superior is evidence of confidence in

the subordinate. The subordinate responds by developing a constructive
sense of responsibility. He is cognizant of the fact that he is an end in
himself, and not simply a means towards the ends of his superior. The
acceptance of responsibility by the subordinate means changed
responsibilities for the superior, and each finds himself playing a new
dynamic role.
Principles of Delegation
The principles of delegation are as follows:
1. Principle of result excepted: Suggests that every manager before

delegating the powers to the subordinate should be able to clearly define the
goals as well as results expected from them.
2. Principle of parity of authority and responsibility: According to this

principle, the manager should keep a balance between authority and
responsibility. Both of them should go hand in hand.
3. Principle of absolute responsibility: This says that the authority can
be delegated but responsibility cannot be delegated by managers to his
subordinates which means responsibility is fixed.
4. Principle of authority level: This principle suggests that a manager

should exercise his authority within the jurisdiction/framework given.
Factors that influence delegation:
1. Competency of Subordinates: Managers are more likely to delegate

if employees are skilled, knowledgeable, and competent. Trust in
employees’ abilities boosts confidence in their performance.
2. Managerial Trust: A manager’s trust in their team’s capabilities
encourages delegation. Without trust, managers may feel hesitant,
fearing poor outcomes or lack of control.
3. Workload and Time Constraints: High workloads and limited time
push managers to delegate to manage tasks effectively. Delegation
helps distribute work and focus on high-priority tasks.
4. Complexity of the Task: Complex tasks often require specialized
knowledge or a team effort, prompting managers to delegate to those
with the necessary expertise.
5. Leadership Style: Managers with participative or democratic
leadership styles are more likely to delegate, as they value input from
team members and empower them.
Effective delegation benefits both managers and employees by fostering

trust, skill development, and productivity across teams.
Factors that hinder delegation
1. Lack of Trust: If managers do not trust their team members’ skills or

judgment, they may avoid delegation, fearing tasks will not meet
standards.
2. Fear of Loss of Control: Some managers may worry that delegating
tasks reduces their control over the work, leading to
micromanagement or reluctance to delegate.
3. Perfectionism: Managers who feel that only they can do tasks
perfectly may hesitate to delegate, fearing that subordinates won’t
match their level of detail or quality.
4. Unclear Objectives: Without clear instructions or objectives,
delegation can be ineffective. Ambiguity may lead to poor outcomes,
making managers hesitant to delegate in the future.
5. Time Constraints for Training: Training employees to handle
delegated tasks can require time. If managers are pressed for time,
they may find it easier to complete the tasks themselves.
6. Fear of Being Replaced: In some cases, managers may fear that
highly capable subordinates could outperform them, leading to
concerns about job security and reluctance to delegate.
Addressing these hindrances requires creating a supportive environment,

building trust, providing training, and fostering an organizational culture that
values teamwork and accountability.

Delegation

Uploaded by

Copyright:

Available Formats

Delegation

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Delegation

Uploaded by

Copyright:

Available Formats

DELEGATION OF AUTHORITY

Delegation of Authority means division of authority and powers downwards

1. Authority -, Authority can be defined as the power and right of a person

2. Responsibility - is the duty of the person to complete the task assigned

3. Accountability - means giving explanations for any variance in the actual

Assigning of responsibility and accountability

2. Granting of authority — Subdivision of authority takes place when a

3. Assigning of Responsibility and Accountability — The delegation

4. Creation of accountability — Accountability, on the others hand, is the

Therefore, it becomes important that with every authority position an equal

1. A co-operative relationship: Delegation is a co-operative relationship. It

2. Act of mutual reliance: Delegation is an act of mutual reliance, an

3. Freedom of thought and action: Delegation means freedom of action

4. A courageous act: Delegation of authority or responsibilities is quite a

5. Forward-thinking principle: Delegation, from a behavioural point of

The granting of freedom to act by the superior is evidence of confidence in

The principles of delegation are as follows:

1. Principle of result excepted: Suggests that every manager before

2. Principle of parity of authority and responsibility: According to this

4. Principle of authority level: This principle suggests that a manager

Factors that influence delegation:

1. Competency of Subordinates: Managers are more likely to delegate

Effective delegation benefits both managers and employees by fostering

Factors that hinder delegation

1. Lack of Trust: If managers do not trust their team members’ skills or

Addressing these hindrances requires creating a supportive environment,

You might also like