Shahid Hussain Raja
Independent Consultant-Public Policy
www.sanoconsultants.co.uk
23rd September,2015
 Introduction
 What is delegation
 Needs/benefits of delegation
 Eight Cs of delegation
 Conclusion
 Organizational effectiveness is dependent upon several
factors. Appropriate quantum of delegation to right persons
and u...
 Delegation of authority can be defined as assigning of
certain responsibilities along with the necessary authority
by a ...
 Every process of delegation essentially involves three interrelated
steps i.e. delegating authority, vesting responsibil...
 Responsibility moves from lower to the higher rungs of an
organizational structure. A person who is given the
responsibi...
 Delegation is not only the need of the big
organizations like government departments but also
legally mandated function ...
 Conceive-what are the duties you perform
 Choose-what can be delegated
 Capacity-who is fit to shoulder the responsibi...
This framework of 8 Cs has been developed by me.
Kindly do acknowledge when sharing.
Thanks
Shahid Hussain Raja
 Make an exhaustive list of duties you perform-
whether written in your job description or not
 Similarly the duties you...
 Choosing what to delegate and what to retain is the
one of the biggest leadership challenge
 Delegate the routine and o...
 Do not delegate to those who are not capable of
handling the increased roles and responsibilities
 Do not overload your...
 Clarity of duty as well as result expected has to be the first
step in delegation.
 It explains how a superior gets wor...
 Whether delegated or not, having constant
communication with your subordinates is sine quo
non of your effective leaders...
 People take time to adjust to new and enhanced
responsibility
 You must have confidence in your employees to
rise to th...
 Once delegated, your role and responsibilities just
change ,not finish
 Constant monitoring and taking corrective
measu...
 Delegation is just for increasing the efficiency and
effectiveness of the organization
 However if you do not cooperate...
 Keeping an optimum balance between what to
delegate to whom and why is an important leadership
challenge for a civil ser...
 8 Cs of Delegation of Authority:Essential Skill for Public Management
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8 Cs of Delegation of Authority:Essential Skill for Public Management

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Explains the concept,need and benefits of delegation of authority in public service as well as the its elements and then concludes with 8 Cs of delegation-the author's own framework

8 Cs of Delegation of Authority:Essential Skill for Public Management

  1. 1. Shahid Hussain Raja Independent Consultant-Public Policy www.sanoconsultants.co.uk 23rd September,2015
  2. 2.  Introduction  What is delegation  Needs/benefits of delegation  Eight Cs of delegation  Conclusion
  3. 3.  Organizational effectiveness is dependent upon several factors. Appropriate quantum of delegation to right persons and up to right level is one of them  Unfortunately our civil servants are very reluctant to delegate for one reason or other. Lack of confidence in their employees or fear of losing the control are normally obstacles in delegation  This presentation explains the concept of delegation of authority, its need and importance for an organisation and presents an 8Cs Framework, prepared by the author to carry out an effective delegation.  Its article version is available at my personal website at http://www.shahidhussainraja.com/delegation-of-authority
  4. 4.  Delegation of authority can be defined as assigning of certain responsibilities along with the necessary authority by a superior to his subordinates.  Delegation is basically subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.  Delegation does not mean surrender of authority by the competent authority. It only means transfer of certain responsibilities to subordinates and giving them the necessary authority, which is necessary to discharge the responsibility properly.
  5. 5.  Every process of delegation essentially involves three interrelated steps i.e. delegating authority, vesting responsibility, and holding the delegatee accountable.  Accountability is a result of responsibility and responsibility is result of authority. Therefore, it is said that authority is delegated, responsibility is created and accountability is imposed  Authority is the legitimate power vested in a competent authority with the right to delegate it partially or wholly to his subordinates for the realization of the goals and objectives of the organization.  Authority always flows from top to bottom and gives a right to the competent authority to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives.
  6. 6.  Responsibility moves from lower to the higher rungs of an organizational structure. A person who is given the responsibility to complete the task assigned to him has to ensure that he accomplishes the tasks assigned to him.  Obviously responsibility without adequate authority is as useless as authority without responsibility as both can create discontent and dissatisfaction among all.  Accountability – means holding the delegatee answerable if there is any variance in the actual performance from tasks assigned without giving any plausible reasons.  Being the bedrock of superior-subordinate relationship, accountability can neither be delegated nor can it be avoided.
  7. 7.  Delegation is not only the need of the big organizations like government departments but also legally mandated function of a public servant  Beside improving your team’s productivity and building their capacity, it gives time to senior management to devote more time and attention to policy formulation and strategic planning  Leaving an efficiently working organization and capable team is the best legacy you can leave. It is only possible by maximum delegation of authority when you are in power.
  8. 8.  Conceive-what are the duties you perform  Choose-what can be delegated  Capacity-who is fit to shoulder the responsibility  Clarity-clear cut instructions  Communications-constant liaison  Confidence-have confidence, build confidence  Constant monitoring-everyone needs monitoring  Cooperation-do not leave them in the lurch
  9. 9. This framework of 8 Cs has been developed by me. Kindly do acknowledge when sharing. Thanks Shahid Hussain Raja
  10. 10.  Make an exhaustive list of duties you perform- whether written in your job description or not  Similarly the duties your respective employees perform be also categorised  Weed out what unnecessary duties, if any, you or your employees are doing.  Good time to retain the most essential duties your organization should be doing
  11. 11.  Choosing what to delegate and what to retain is the one of the biggest leadership challenge  Delegate the routine and others where not much policy making is involved  Remember you cannot delegate the following A. incentives and rewards system B. monitoring and evaluation C. Upward communications/relations D. Sensitive information handling
  12. 12.  Do not delegate to those who are not capable of handling the increased roles and responsibilities  Do not overload your employees in one go. Gradual delegation is as important as quantum of delegation  Delegate in the line of duty-concerned ones and not pick and choose on the basis of discrimination
  13. 13.  Clarity of duty as well as result expected has to be the first step in delegation.  It explains how a superior gets work done from his subordinate by clearly explaining what is expected of him and how he should go about it.  Clarity of orders is the most important element in any organisational setup. Remember the lesson of the Charge of the Light Brigade ?  It is all the more important when delegating the authority  Explain in clear terms, verbally as well as in writing the what, why ,when and where of duty assigned
  14. 14.  Whether delegated or not, having constant communication with your subordinates is sine quo non of your effective leadership  Constant communication, downwards and upwards, helps in solving the issues before they become problems  Remember in a two or multiple communications, medium is as important as the message and the target audience.
  15. 15.  People take time to adjust to new and enhanced responsibility  You must have confidence in your employees to rise to the occasion  Have confidence in them and build confidence in them  Forgive and forget the mistakes of the juniors but do counsel them in private
  16. 16.  Once delegated, your role and responsibilities just change ,not finish  Constant monitoring and taking corrective measures wherever needed is your responsibility  Even the best of the employees take it for granted if they do not have the feeling of being monitored by the superiors
  17. 17.  Delegation is just for increasing the efficiency and effectiveness of the organization  However if you do not cooperate with your employees, they will not operate at their optimum level  Help them to excel by guiding and assisting them in discharging their duties
  18. 18.  Keeping an optimum balance between what to delegate to whom and why is an important leadership challenge for a civil servant  It would help in achieving the organizational goals as well as meeting the self actualization goals of your subordinates  However remember that delegation of authority does not absolve you of your overall responsibility  It is your moral and legal responsibility to own if anything goes wrong because it was your choice

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