Itis to act tle, fis ns he te y, le eee Or Mance * ar part of the subordinag standards estat a : countal : 2 © carry out the respor y is the - Prope: pelegation of Rae discharge of d ithority Asingle ind some physical Shite cannot manage and control e assigned to him) ne: Each individual must be given ea per ly a manager cannot exercise all the authority himself. his authority With his subordi Meaning and Definition eae wage starts here. Ste gers usual ere eaon concentrate on nieces wees work to his subordinates gives another the rightto . . Delegation starts here. Ittakes placewhen one person means assigni perform work on his behalf and in his name} Delegation simply assigning work to others and giving them authority to-d0 1 eis the process of ordinates. It is sharing of authority erior with his subordinates. ) stment of a part of work or xerp so that they ca the superior to his subs bya sup in the words of Louis A. Allen, “Delegation is the entru: sibility and authorities to another, andthe creation of accountability for performance: - Jegated ut not responsibility The [should be noted that only authority can be del ility is still with the top executive who delegateSP e cal nclude that delegation is the process of assigning a pat ity to another ea short, delegation isthe jor to subordinates, of work oF process10. 11. Principles of Effective Delegation (Guidelines or Means to be followed. While d principles : g authority, .s of Manageme principles and Practice: 74 of Delegation) Jes are requir: tain princip| uid observe the followir ion of authority effective, €@ ing authority, the manager Sho! In order to make the del a manager shou! principle of functional definition : Before delegati" define clearly the functions to be performed by subordinates: id be done on the basis of res. Principle of delegation by result : Delegation shoul expected, The authority should be suffrciene to achieve the desired results ch Principle of unity of command : This principle states that a SE eee Peeteondets and Instructions only from onelstBAMon tt eau setae eer endinsericions from two or more superiors contsonanueciinaays Principle of parity and responsibility : When managers delegate authority responsibility must also be given. In other words, authority should be oo hha with responsibility. Responsibility without authority will make @ subordina ineffective because, he cannot discharge his duties. Similarly, authority without responsibility will make the subordinate irresponsible. Therefore, authority and responsibility should be co-extensive. Principle of absolute responsibility : Responsibility cannot cannot escape from the responsibility by delegating his a After delegating authority, the responsibility remains with the superior. In short, responsibility should be absolute. Principle of authority level: Managers at each level should make all decisions within their jurisdictions. Only matters which fall outside the limits of their authority, should be referred to their superiors. Principle of well-defined limits of authority : The limits of authority of each subordinate should be clearly defined. This can avoid overlapping of authority. Principle of adequate communication : There should be free flow of information to make delegation effective. Similarly, there should be mutual understanding between superior and subordinate. Principle of motivation : It is very important to reward employees for successful results. Rewards should be linked directly to accomplishments. Managers should publicly give credit to employees for a job well-done. Principle of adequate training : The manager should be trained to master the art of delegation. At the same time, the subordinates should be trained to accept delegation Principle of evaluation of results : Once a task is completed, the manager and employee should sit down together and evaluate the results. be delegated. Amanager thority to subordinates.organising ry rey are as follows: f 2 3. 4 LZ 5. , 6 7. piffit roblems in the process : of d subordinate’s attitude. aaa Hesitation on the part of the superior because of the foll legation he key wanes for Delegation) mane ) anagement, Itis an important managerial technique. tis ntly remarked, “HOV well one delegates per ofadvantages oF benefits, rie gation offers a num! elegati 4 r Bation reduces workload Besétion het load of manag Ps in oh cach ee of subordinates ether al i ‘er superior-subordinate relationships in the organization. Delegation e: ables m i s manage! and in higher jobs, gers at lower levels to Seaman decision making, Delegation inc reases tl he job satisfaction of employees: !t improves the employees’ morale. The art of dele sat Pelegation f gation leads to growth and expansion of business , facilitates quick decisions. ; culties or Obst: acles of Delegation (Barriers to Delegation) Delegation isa si imple concept. Butitis not: simple toimplement. T ibe because of the superior here arecertain practical /s ego or the lowing reasons: Fear of loss of power. 1. 2, Lack of self- confidence. Us Lack of confidence in subordinates. 4, Absence of control. 5, Desireto dominate. 6. “icandoit better myself” syndrome. Hesitation on the part of: ‘subordinates because of the. following reasons: 1. Lack of self confidence. 2. tack of motivation. os Fear of criticism. 4, Inability. 5, Avoidance of additional burden or responsibility. Can Responsibility be Delegated ? sibility can be delegated or not. The answer to this question ca" ises whether respon ind out by analysin bility arises and what relationship Aquestion a" ‘] i g how responsi be fou —ei a 'GBIC DI rT water level always remained the same no matter how much Woe Wa torete ed out Centralisation and Decentralisation [be ision making is one of the basic functions of Management. Sometimes d. makifig power is concentrated at the top level management. Sometimes it is dani : throughout the organisation. When it is Concentrated at the top level, it is aaa centralization. When it is distributed throughout the organization, it is cal 3 decentralization JThus, there are two methods of handli decentralisation. In a centralised organisation, the top management assumes full responsi running the organisation and achieving objectives. The managers working at the lowe level have little role in decision making. Their responsibility is to execute plans and dec. sions taken at higher levels. Centralisation ( Centralisation means concentration or retention of authority at the higher levels of management. According to Louis Allen, “Centralization is the systematic and consistent reservation of authority at central points within the organisation”. Most decisions are taken by the top level management. Thus, in centralization the decision making poweris retained (but not delegated) by the top level management. In other words, if authorityis not delegated, it means it is centralized. J Benefits of Centralization re The advantages of centralization are: Tas Consistent and uniform business policy. 2. Higher level people can take intelligent decisions.ene the Ver ity ity, i ising offers a more flexible base F genefits of higher speciatisa,, the organization structure = i cializa ave ation Bement of crises and control and communic ore ould peter co-ordination, Avoids duplication of activities. ) itations of Centralization The limitations of _ f centralization are: 4, overburden on the top level Nointerest and initi on Ey ee among people in the middle and lower level m: » os ind energy by top management on unimportant and rout gap between management and customers. 5. Delay in decision making. - ‘ation become easier. See .¢ of heavy loaded top level |mbalance in the organi: ‘ganisation structure Jower level). ee Decentralisation centralization is the opposite of centralizati of decision making authority. It is the systematic levels. The most significant feature of decentralization is that most of the decisi be taken at lower levels. Louis Allen says, “Decentralization is the systemat consistent delegation of authority to the levels where the workis performed") ding to Henry Fayol, “Everything that goes to increase the. subort inate’s decentralization, everything which goes to reduce it is centralization” 7 “in short, wide distribution of authority and responsibility to lower levels decentralization of authority. in practice JKoontz is of ment is called _ {Complete centralization or decentralization is not possible tralization and decentralization are qualities like hot and cold with the view that, “cent ctice.” varying degrees in pra of Decentralisation (Need) atechnique of mal rove the working of may be outlined as follows: n reduces the burden of managers- facilitates quick decisions. ion. Decentralization refers to effort to delegate authority nt, [tis a philosophy of management. nageme! spect. The benefits the organization inevery re: centralisatio ecentralisation[eed of Managemen 78 principles a ee nization. as ofthe 0°89! 3. Decentralisation facilitates growth and aver op their talents, f ie subordinates get an opportunity of faking OE gncinene gubordinate managers Decentralisation makes WO It gives them power, presti ures con ige and status, trol and supervision: 6. Decentralisation ens! orts of organizational all s' lows: Limitations of Decentralization jons are aS fol panacea for The limitat difficult. ‘ ities OF different units- considered as a Decentralization cannot be tain limitations inadequacies and illness. It has ce! A. Co-ordination among the departments becomes 2. Indecentralization, it is difficult to control the activi kle emergency situations properly: he same kin various divisions. 3, It isnot possible to tad type of wor dures cannot be followed fort! inistrative cost. healthy competition an /4. Uniform proce 5. Decentralization increases admi erent 6. Decentralization may lead to u d conflict among aif units of the enterprise. _Féctors Determining or Both complete centralisation an organisation. Complete centralisation results in autoct decentralisation results in chaotic situation. Thus, decentralisation is determined by variety of factors. The followin, degree of, decentralisation (or centralisation) : J. Size of the organization: When an organization grows in size, complexity increases. /as a result, the authority has to be decentralized to lower levels. 2. Outlook of top management: |The philosophy and attitude of top managementis an important factor affecting the degree of decentralization. Ifthe management believesin uniformity or if it seeks unified control, it will prefer centralization of authority (or very lower degree of decentralization). On the other hand, if it has a liberal outlook or if it believes in individual freedom, it will prefer decentralization. imilarly, if the management believes in a democratic approach, it likes to di Geographical dispersion: When production and sales of an enterpri: geographically scattered, the top management from headquarters cannot 4 a Vv f department to another or from one place je department / unit or from one dep lications Within the same dep {steps : toanother. RAICECTING