For Bachelor of Science in Real Estate Management course. Chapter 8: Delegation in Principles of Management. Parañaque City College Manila, Philippines

1. Parañaque City College
Coastal rd. cor. Victor Medina St.
San Dionisio, Parañaque City
A Presentation from Bachelor of Science
in Real Estate Management
Principles of Management | Chapter 8: Delegation
Professor Robert Tampil

3. DELEGATION EMPOWERS A
SUBORDINATE TO MAKE
DECISIONS; IT IS A SHIFTING OF
DECISION-MAKING AUTHORITY
FROM ONE ORGANIZATIONAL
LEVEL TO A LOWER ONE.

4. “DELEGATION
MEANS IN BRIEF
THE PASSING TO
OTHERS OF A
SHARE IN THE
FOUR ELEMENTS
OF THE
MANAGEMENT
PROCESS”
- EDWARD FRANCIS
L EOPOL D BRECH

5. “CONFERRING
AUTHORITY FROM
ONE EXECUTIVE OR
ORGANIZATIONAL
UNIT TO ANOTHER
IN ORDER TO
ACCOMPLISH
PARTICUL AR
ASSIGNMENT”
- GEORGE R. TERRY

6. “DELEGATION
CONSISTS OF
GRANTING
AUTHORITY OR THE
RIGHT TO DECISION
MAKING IN CERTAIN
DEFINED AREAS AND
CHARGING
SUBORDINATES WITH
RESPONSIBILITY FOR
CARRYING THROUGH
AN ASSIGNED TASK.”
- DOUGL AS C. BAS IL

7. “DELEGATION OF
AUTHORITY MERELY
MEANS THE
GRANTING OF
AUTHORITY TO
SUBORDINATES TO
OPERATE WITH
PRESCRIBED LIMITS”
- THEO HAIMANN

8. PARITY OF AUTHORITY
AND RESPONSIBILITY
 THERE IS EQUALITY IN ASSIGNED
TASK AND POWER TO DO
WORK; AND
 AUTHORITY TO THE
SUBORDINATES IS GIVEN
NEITHER MORE OR LESS THAN
THE TASK.
ABSOLUTENESS OF
RESPONSIBILITY
 THE PERSON WHO DELEGATES
AUTHORITY IS RESPONSIBLE TO
HIS SENIOR; AND
 IT DOES NOT RELIEVE THE
MANAGER FROM HIS
OBLIGATION.

9. UNITY OF COMMAND
 SUBORDINATES MUST BE
COMMANDED BY ONE
SUPERIOR;
 THEY SHOULD TAKE THEIR TASK
FROM ONE SUPERIOR AND
SHOULD BE ACCOUNTABLE AND
RESPONSIBLE TOWARDS THE
SAME SUPERIOR LEVEL; AND
 ONE BOSS FOR ONE MAN.
FUNCTIONAL DEFINITION
OF AUTHORITY AND
RESPONSIBILITY
 THE TASK IS CLEARLY EXPLAINED
AND DECIDED; AND
 HELPS THE SUBORDINATES TO
KNOW ABOUT THE LIMIT OF
ONE’S RIGHTS, DUTIES AND
RESPONSIBILITY.
PRINCIPLES OF DELEGATION

10. SCALAR CHAIN
 AUTHORITY FLOWS FROM TOP
TO BOTTOM;
 IT IS THE BASIS OF
RELATIONSHIP BETWEEN THE
SUPERIOR AND THE
SUBORDINATES; AND
 SCALAR CHAIN MAKES THE
APPLICABILITY OF DELEGATION
EASIER.
ORGANIZATIONAL
OBJECTIVES
 THIS SHOULD BE SET IN CLEAR
TERMS TO MAKE DELEGATION
SUCCESSFUL; AND
 SOMETIMES PART OF THE
MANAGERS WILL BE
COMPLETELY GIVEN TO THE
SUBORDINATES TO ACHIEVE THE
OBJECTIVE.
PRINCIPLES OF DELEGATION

11. PRINCIPLES OF DELEGATION
FREE FLOW OF
INFORMATION
 THERE MUST BE INTERRUPTED
FLOW OF INFORMATION AND
MUTUAL UNDERSTANDING
BETWEEN SUPERIOR AND
SUBORDINATES; AND
 IF NONE, THE DELEGATION
WILL NOT BE SUCCESSFUL

12. “ N OT H I N G I S I M P O S S I B L E I F Y O U C A N D E L E G AT E ”

13. AUTHORITY
 Institutionalized legal
power inherent on a
particular job, function,
or position that is meant
to enable its holder to
successfully carry out his
or her responsibility.
 Power that is delegated
formally. It includes a
right to command a
situation, commit
resources, give orders
and expect them to beE L E M E N T S O F D E L E G AT I O N

14. “AUTHORITY IS THE
RIGHT TO GIVE
ORDERS AND
POWER TO EXACT
OBEDIENCE”
- HENRY FAYOL
E L E M E N T S O F D E L E G AT I O N

15. “AUTHORITY IS THE
PRINCIPLE AT THE
ROOT OF
ORGANIZATION AND
SO IMPORTANT THAT IT
IS IMPOSSIBLE TO
CONCEIVE OF AN
ORGANIZATION
UNLESS SOME
PERSON(S) ARE IN A
POSITION TO REQUIRE
ACTION OF OTHERS”
- MOONEY AND REILY
E L E M E N T S O F D E L E G AT I O N

16. “AUTHORITY IS THE
RIGHT TO DECIDE THE
POWER TO ACT, TO
CARRY OUT
DECISIONS”
- FRANKL IN G. MOORE
E L E M E N T S O F D E L E G AT I O N

17. FEATURES OF AUTHORITY
1. It relates to the position of a
person in the organization.
2. It is a right given by one’s
superior to give orders.
3. The object of exercising
authority is to regulate the
subordinates activity.
4. It is generally flows from top to
bottom.
5. It gives a person right to take
decisions.
6. The purpose is to attain goals. TYPES OF AUTHORITY
 Line Authority - the power
given to someone in a
supervisory position to
mandate actions by
subordinates.
 Staff Authority - the provision
of advice and other services to
line managers.
 Functional Authority - the right
that is delegated to an
individual or a department to
control.

18. RESPONSIBILITY
 A duty or obligation to
satisfactorily perform or
complete a task (assigned
by someone or created
by one’s own promise or
circumstances) that one
must fulfill, and which has
a consequent penalty for
failure.
 Responsibility should
always be fixed.
E L E M E N T S O F D E L E G AT I O NE L E M E N T S O F D E L E G AT I O N

19. “RESPONSIBILITY IS
AN OBLIGATION OF
INDIVIDUAL TO
PERFORM ASSIGNED
DUTIES TO THE BEST
OF HIS ABILITY
UNDER THE
DIRECTION OF HIS
EXECUTIVE LEADER”
- KEITH DAV IS
E L E M E N T S O F D E L E G AT I O N

20. “RESPONSIBILITY IS
THE OBLIGATION OF
A SUBORDINATE TO
PERFORM THE DUTY
AS REQUIRED BY HIS
SUPERIOR”
- THEO HAIMANN
E L E M E N T S O F D E L E G AT I O N

21. “ THE DUTIES AND
ACTIVITIES
ASSIGNED TO A
POSITION OR AN
EXECUTIVE”
- DALTON E. MCFARL AND
E L E M E N T S O F D E L E G AT I O N

22. “RESPONSIBILITY IS
THE OBLIGATION TO
CARRY OUT
ASSIGNED
ACTIVITIES TO THE
BEST OF HIS
ABILITIES”
- GEORGE TERRY
E L E M E N T S O F D E L E G AT I O N

23. CHARACTERISTICS OF RESPONSIBILITY
1. The essence of responsibility is the obligation of a subordinate to perform
the duty assigned.
2. It always originates from the superior-subordinate relationship.
3. Normally, responsibility moves upwards, it flows from bottom to top.
4. Responsibility is in the form of continuing obligation, i.e. a commitment.
5. Responsibility cannot be delegated.
6. The person accepting responsibility to accountable for the performance of
assigned duties.
7. It is hard to conceive responsibility without authority. There has no be parity
between the two.
8. It can be quantitative or qualitative.

24. A U T H O R I T Y V S . R E S P O N S I B I L I T Y
1. It is the legal right of a superior
to command the subordinates.
2. Authority is attached to position
of a superior in concern.
3. Authority to take decisions can
be delegated by a superior to a
subordinate.
1. It is the obligation of
subordinate to perform the
assigned task.
2. Arises out of superior
subordinate relationship in which
subordinate agrees to carry out
duty.
AUTHORITY RESPONSIBILITY

25. ACCOUNTABILITY
 It is the liability created
for the use of authority;
 This is the answerably
for performance of the
assigned duties.
 Accountability is clear
list of tasks, failure to
which might result in
penalty, and position will
be held answerable for.
E L E M E N T S O F D E L E G AT I O N

26. “ACCOUNTABILITY IS
THE OBLIGATION OF
AN INDIVIDUAL TO
REPORT FORMALLY
TO HIS SUPERIOR
ABOUT THE WORK HE
HAS DONE TO
DISCHARGE THE
RESPONSIBILITY.”
- DALTON E. MCFARL AND
E L E M E N T S O F D E L E G AT I O N

27. “ACCOUNTABILITY IS
THE OBLIGATION TO
CARRY OUT
RESPONSIBILITY AND
EXERCISE AUTHORITY
IN TERMS OF
PERFORMANCE
STANDARDS
ESTABLISHED”
- LOUIS AL L EN
E L E M E N T S O F D E L E G AT I O N

28. FEATURES OF
ACCOUNTABILITY
1. It can never be delegated.
2. It can never be reduced.
3. Answerably only for the task assigned.
4. It flows upward.

29. A U T H O R I T Y V S . R E S P O N S I B I L I T Y V S . A C C O U N TA B I L I T Y
It is the legal right of
a superior to
command the
subordinates.
It is the obligation of
subordinate to
perform the
task.
It is the obligation of
individual to carry
out his duties as per
standards of
performance.
AUTHORITY RESPONSIBILITY ACCOUNTABILITY

30. Step #1:
Assignment of
Duties
Step #2:
Granting
Authority
Step #3:
Creating
Responsibility
and
Accountability

31. i. Some superior think
themselves to be the best
so they don’t want to
delegate.
ii. They may lack of
communication skills.
iii. They may not be
confident.
iv. They may have
conservative attitude and
may consider delegations
risky.
v. They may have a feeling
i. Subordinates may not be
ready to take responsibility
ii. May find easier to
depend on the boss.
iii. Feel that they will be
criticized for a small
mistake.
iv. Lack of confidence
v. Inadequacy of
information and resources.
vi. Feel overwhelmed with
work.
i. Vague organizational
structure
ii. Inefficient control
system
iii. Non-adherence to the
principle of Unity of
Command
iv. Ineffective
organizational structure
v. Inadequate planningOBSTACLES IN DELEGATION

32. D E L E G AT I O N V S . D E C E N T R A L I Z AT I O N
Delegation is a
pre-requisite for
successful
decentralization
Decentralization
can be called the
extension of
delegation

33. “The best executive is the one who has
sense enough to pick good men to do what
he wants done and self-restraint enough to
keep from meddling with the when they do
it.”
- Theodore Roosevelt

34. Pop quiz: Make a
reaction paper
about this video