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Delegation of Authority

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This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.

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Delegation of Authority

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Concept of Power “ Power refers to a capacity that A has to influence the behaviour of B so that B does something he or she would not otherwise do.”

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Concept of Authority “ Authority in the organisation is the power in a position( and through it,the person occupying the position) to exercise discretion in making decisions affecting others.”

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Responsibility Responsibility comes into existence because a person with authority,requires assistence from another and delegates authority to him.

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Delegation of Authority By means of delegation,the manager extends his area of operations,for without delegation,his actions are confined to what he himself can perform.

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Features Delegation is authorisation to a manager to act in a certain manner. Delegation has dual characteristics. Authority once delegated can be enhanced,reduced,or withdrawn . Delegation of authority is always to the position created through the process of organising. A manager delegates authority out of the authority vesting in him. Delegation of authority may be specific or general.

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Steps in delegation Determination of results expected. Assignments of duties. Authorisation for action. Creation of obligation.

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Principles of delegation Delegation by results expected. Functional definition. Clarity of lines of authority. a) scaler chain. b) unity of command. Level of authority. Absoluteness of responsibility. Parity of authority and responsibility.

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Blocks to effective delegation A) Factors in delegator (superior): 1) love for authority. 2) maintenance of tight control. 3) fear of subordinates. 4) fear of exposure. 5) attitude towards subordinates. 6) personality of superior.

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B) Factors in delegant (subordinate); Subordinates are expected to exercise less authority in the following situations:- 1) when they fear harsh criticism for unfavourable results. 2) when they lack self confidence. 3) when they lack resources. 4) when they have inadequate positive incentives;and 5) when their superior is easily available for making decisions on their part.

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Organisational factors Various organisational factorssuch as management philosophy,policy towards centralisation or decentralisation, availability of managerial personnel,control techniques,etc. determine the delegation of authority at various levels of management.For eg; even the autocrat has to delegate authority if the organisational factors so warrant.

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Measures for effective delegation Making the potential delegator feel secure. Creating awareness for need of delegation. Determining decisions and tasks to be delegated. Establishing conducive organisational climate. Choosing the delegant wisely. Tying delegation with planning. Delegating authority for whole job. Developing appropriate control techniques.

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Reference Principles and Practice of Management by L.m.prasad (sultan chand and sons.)

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More Related Content

Delegation of Authority

  • 2. Concept of Power “ Power refers to a capacity that A has to influence the behaviour of B so that B does something he or she would not otherwise do.”
  • 3. Concept of Authority “ Authority in the organisation is the power in a position( and through it,the person occupying the position) to exercise discretion in making decisions affecting others.”
  • 4. Responsibility Responsibility comes into existence because a person with authority,requires assistence from another and delegates authority to him.
  • 5. Delegation of Authority By means of delegation,the manager extends his area of operations,for without delegation,his actions are confined to what he himself can perform.
  • 6. Features Delegation is authorisation to a manager to act in a certain manner. Delegation has dual characteristics. Authority once delegated can be enhanced,reduced,or withdrawn . Delegation of authority is always to the position created through the process of organising. A manager delegates authority out of the authority vesting in him. Delegation of authority may be specific or general.
  • 7. Steps in delegation Determination of results expected. Assignments of duties. Authorisation for action. Creation of obligation.
  • 8. Principles of delegation Delegation by results expected. Functional definition. Clarity of lines of authority. a) scaler chain. b) unity of command. Level of authority. Absoluteness of responsibility. Parity of authority and responsibility.
  • 9. Blocks to effective delegation A) Factors in delegator (superior): 1) love for authority. 2) maintenance of tight control. 3) fear of subordinates. 4) fear of exposure. 5) attitude towards subordinates. 6) personality of superior.
  • 10. B) Factors in delegant (subordinate); Subordinates are expected to exercise less authority in the following situations:- 1) when they fear harsh criticism for unfavourable results. 2) when they lack self confidence. 3) when they lack resources. 4) when they have inadequate positive incentives;and 5) when their superior is easily available for making decisions on their part.
  • 11. Organisational factors Various organisational factorssuch as management philosophy,policy towards centralisation or decentralisation, availability of managerial personnel,control techniques,etc. determine the delegation of authority at various levels of management.For eg; even the autocrat has to delegate authority if the organisational factors so warrant.
  • 12. Measures for effective delegation Making the potential delegator feel secure. Creating awareness for need of delegation. Determining decisions and tasks to be delegated. Establishing conducive organisational climate. Choosing the delegant wisely. Tying delegation with planning. Delegating authority for whole job. Developing appropriate control techniques.
  • 13. Reference Principles and Practice of Management by L.m.prasad (sultan chand and sons.)
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