Professional Documents
Culture Documents
Delegation Decentralisation Final
Delegation Decentralisation Final
Delegation Decentralisation Final
PRINCIPLES OF MANAGEMENT
Delegation
Importance of Delegation
Page | 1
PRINCIPLES OF MANAGEMENT
Obstacles of delegations
Superior-related problems:
• “I can do it better myself “feeling: Some managers are reluctant to
delegate because of their belief that they can always take better
decisions and show good results than their subordinates. Managers
Page | 2
PRINCIPLES OF MANAGEMENT
suffering from an inflated sense of their own worth often end up doing
the subordinate’s work to the criminal neglect of their own
activities.The subordinate, as a result has very little to do except the
routine work which is monotonous, dull and boring to him.
Subordinate-related factors:
Page | 3
PRINCIPLES OF MANAGEMENT
Page | 4
PRINCIPLES OF MANAGEMENT
Importance of decentralization
Page | 5
PRINCIPLES OF MANAGEMENT
Types of decentralization
Page | 6
PRINCIPLES OF MANAGEMENT
The following are some of the differences between the two terms, though
these are employed interchangeably at times.
Page | 7
PRINCIPLES OF MANAGEMENT
Delegation Decentrali
1. It is a process or an act. sation
2. It denotes relationship between 1. It is the end result of delegation
a superior and a subordinate. 2. It denotes relationship between
the top management and various
3. It is essential for management departments or divisions
process. 3. It is optional as top
management may or may not
4. The delegator exercises control disperse authority.
over the subordinates. 4. The control may be delegated to
5. It is technique of management. departmental heads.
5. It is a philosophy of
management.
Effecting Delegation
Page | 8
PRINCIPLES OF MANAGEMENT
9) Balances responsibilities and tasks not delegated with those that have
been delegated.
What has made people stay on Bharti is the amount of freedom that is given
to given to them in their work. So much so that according to Sunil Mittal, he
stopped signing cheques some 16 years ago, a discipline that was brought in
when Bharti was still a small company. According to Rakesh Mittal, “Why
people like staying back is, one, they have a visionary in Sunil. Because a
person who comes into an organization has expectations of career growth
and when you have a visionary sitting at a top you have all-round growth.
Two, the work culture. We give a lot of independence. We delegate authority.
We let them do whatever they want to after the budgets have been finalised,
they can go head and meet the targets month after month.”
Page | 9