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Delegation is the handing of a task over to another person, usually a Subordinate . It is the assignment of authority and responsibility to another person to carry out specific activities. It allows a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not Abdication . Ultimate Responsibility cannot be delegated.


FACTORS AFFECTING THE NEED TO DELEGATE

  • Size of Organisation

  • The delegator has more demanding tasks to complete

  • Importance of the duty or decision

  • Task complexity

  • Organisational culture

  • Qualities of subordinates

  • Training of subordinates



MAKING DELEGATION EFFECTIVE

  • Clarify the assignment

  • Give clear, unambiguous instructions

  • Ensure the subordinate has the necessary skills

  • Specify the subordinate's range of discretion ( Authority should be commensurate with Responsibility )

  • Allow the subordinate to participate

  • Monitor progress in good time to allow remedial action to be taken if necessary.

  • Give feedback



Barriers to Delegation :

  • Managers think that they themselves are fit for the task and don't want to delegate.

  • Managers fear regarding responsibility if the delegated task is not carried out as expected by the superiors.

  • Traditional thinking on behalf of the manager. Delegation is an explicit act of organizational change. Effective delegation means the manager must be able to imagine a different future, and be able to work towards it.

  • Managers want to take all the credit of the task themselves.



The opposite of effective delegation is Micromanagement , where a manager provides too much input, direction and review of 'delegated' work.


SEE ALSO