Assignment

What do you know about concept of delegation? Discuss steps in and obstacles
of delegation process.

Introduction:

This is an era of large scale organizations. As the number of large scale organizations’ is
increasing day by day the need of delegation has tremendously increased. In a small scale
organization, the head may be able to run the organization effectively by keeping all the powers
with himself, but this is not possible in the case of a large scale organization. In ; large scale
organization the head may formally keep with himself all the powers relating to the operation of
the organization but keeping in view the need for efficiency, he is required to delegate his
authority to his subordinates. Moreover all organizations are organized on the basis of the
principle of hierarchy which binds different levels and units ' of the organization with a
continuous chain of authority. Delegation means grant or conferment of authority by a superior
to a subordinate for the accomplishment of a particular assignment. According to Mooney
delegation means conferring of specified authority by a higher to lower authority. It is devolution
of authority by a person to his agent or subordinate, subject to his right of supervision and
control.
It implies that legally delegated authority still belongs to the Delegator is person who delegates,
but in practice its exercise is allowed to the subordinate or the agent. Albert K. Wickesberg, too,
in the same spirit observes: "The act or process of delegation is the assigning to subordinates of
specified tasks of the organization and the granting to one or more persons the authority
necessary for directing satisfactorily the activities and duties so assigned." However, writers like
George R. Terry do no agree with this interpretation of delegation. They hold that delegation is
not essentially a devolution of authority from higher to a lower authority or from superior to a
subordinate. In the words of Terry, "Delegation means conferring authority from one executive
or organization unit to another." It implies that delegation is not only devolution from higher to
lower level and it can be from lower to a higher authority or between equal authorities.
Delegation, thus can be downward, upward or sideward.

Characteristics of delegation process :

Delegation being a process of devolution of authority has the following characteristics:

1) Delegation is the authorization to a subordinate or another organizational unit to act in a

certain way independently. The delegate has to act within the limits prescribed by the delegator.
Within these limits the delegate (subordinate) is not free to act arbitrarily but subject to the
policy, rules and regulations framed by the delegating authority.

2) Delegation has a dual character. A superior or delegator delegates the authority to the
subordinate but at the same time retains the authority. It has been rightly observed by Terry. "It is
something like imparting knowledge you share with others who then possess the knowledge, but
you still retain the knowledge too."

3) Delegation implies partial delegation of authority. The delegator does not delegate his entire
authority to his subordinates for in case, he delegates all his authority, he cannot exercise the
power to supervise and control. Therefore, delegation is subject to specific or limited terms.

4) Authority once delegated is subject to variance. It can be enhanced, reduced or withdrawn. It

all depends upon the requirement of the time and accomplishment of the task.
Steps of Delegation process :

Step 1- Identify The Task

● Clarify what tasks should be delegated

● Make an effort to delegate the task early to avoid unnecessary pressure, this allows for better

planning.

● You can’t expect someone else to successfully complete a task if you can’t give them a clear

target to hit.

Step 2- Choose The Right Person For The Job

● Consider who is the best person for the job

● Who has the right skill set

● Do they have time to do the task

Step 3- Confirm The Level Of Commitment

● Highly motivated people will usually be excited that they have be selected for a task

● Make sure they are committed and on board with the project

Step 4- Clearly Define The Task

● Begin with the end in mind and clearly articulate desired result

● Offer general suggestions on how they might proceed along with appropriate training,

● but be clear that they are in charge of how they get to the desired result

Step 5- Delegate Responsibility And Authority

● Name the level of responsibility, authority, and accountability you are giving them.

Step 6 Establish Timeframes And Completion Dates

● Clearly agree on a task completion date and when certain phases of the task should be
completed.

● Be sure what completion should look like.

Step 7- Provide Support, Guidance and Instruction

● Provide the resources that they may need to complete the task

● That could be people they need to coordinate with, crucial information or be willing to be a

resource yourself

Step 8- Monitor Progress And Give Feedback

● Follow through on timeframes

● Establish a process of receiving periodic updates

● Be sure to avoid micromanaging

Step 9- Give Credit

● Whatever you do, don’t take credit

● When the task is completed give credit where credit is due

● Give public praise and recognition for a job well done

Step 10- Feedback On Results

● It is essential to let the person know how they are doing, and whether they have

● achieved their aims

● Learn from experience

Hindrances of delegation :
1) Organizational Hindrance

1)Lack of established methods and procedures: For making delegation a success it is essential
that definite procedures for delegating the authority should be laid down. Delegation becomes
easier if procedures and rules are well established.

ii) Lack of co-ordination and communication: Co-ordination is the cardinal principle of

organization. Without co-ordination no organization can work. But co-ordination requires close
communication between the different units of an organization. Without communication there can
not be any delegation and co-ordination.

iii) Unstable and non-repetitive nature of work: Stability is a must for delegation. Stable and
repetitive work affords a greater degree of delegation.

iv) Size and location of an organization: Size and location of the units of an organization
sometimes hinder the delegation of authority. The larger the organization and broader its
geographic coverage, the greater are the chances for delegation.

v) Lack of properly spelled out positions and unspecific terms of delegation of duties and
authority cause confusion and adversely affects the delegation of authority.

2) Personal Hindrances:

Personal factors, too, stand in the way old' delegation. These factors can be egoism tendency I
to have credit for everything, fear of disloyalty on the part of the subordinates, lack of
confidence in the capacity and competence of the subordinates; lack of emotional maturity on the
part of the delegating authority or parson; lack of Interleague of what to delegated and how; fear
of accountability to the higher ups or the legislature or the people. According to Pfeiffer the
Hallowing human causes hinder the process of delegation of authority to the authorities:

1) Persons who rise to positioning of hierarchical leadership have snore than normal egotism.

2) They are afraid that others will not make the proper decision or carry them out in the desired
manner.

3) They fear that disloyal or subversive powers will develops among strong’ subordinates.

4) Strong, vigorous, and high1 y motivated persons bosonic impatient with the slower pace and
indecisiveness of subroutines.

5) In Public Administration, political considerations often make delegation difficult.

6) The cultural heritage of man has been one of authoritarian, patriarchal leadership; thus

the practice of delegation is partly dependent on cultural change.

7) The act of delegation requires an emotional maturity which apparently is rare, even

among successful persons.

8) The symbols of leadership (those personal qualities and traits which attract the attention of
others) are inconsistent with the philosophy of delegation. Those striving to succeed must make
themselves prominent.

9 ) Persons who desire to delegate do not know how to do it.

10) They do not know how far whey should delegate at least for two reason (i) the science

no organization and management is immature; and (ii) their work experience has not

taught them to neglect because most organization’s fail to practice delegation."