Delegation of Authority

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Presentation on the delegation as a major part of a managerial task.

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Delegation of Authority

  1. 1. Delegation of Authority
  2. 2. Concept of Power <ul><li>“ Power refers to a capacity that A has to influence the behaviour of B so that B does something he or she would not otherwise do.” </li></ul>
  3. 3. Concept of Authority <ul><li>“ Authority in the organisation is the power in a position( and through it,the person occupying the position) to exercise discretion in making decisions affecting others.” </li></ul>
  4. 4. Responsibility <ul><li>Responsibility comes into existence because a person with authority,requires assistence from another and delegates authority to him. </li></ul>
  5. 5. Delegation of Authority <ul><li>By means of delegation,the manager extends his area of operations,for without delegation,his actions are confined to what he himself can perform. </li></ul>
  6. 6. Features <ul><li>Delegation is authorisation to a manager to act in a certain manner. </li></ul><ul><li>Delegation has dual characteristics. </li></ul><ul><li>Authority once delegated can be enhanced,reduced,or withdrawn . </li></ul><ul><li>Delegation of authority is always to the position created through the process of organising. </li></ul><ul><li>A manager delegates authority out of the authority vesting in him. </li></ul><ul><li>Delegation of authority may be specific or general. </li></ul>
  7. 7. Steps in delegation <ul><li>Determination of results expected. </li></ul><ul><li>Assignments of duties. </li></ul><ul><li>Authorisation for action. </li></ul><ul><li>Creation of obligation. </li></ul>
  8. 8. Principles of delegation <ul><li>Delegation by results expected. </li></ul><ul><li>Functional definition. </li></ul><ul><li>Clarity of lines of authority. </li></ul><ul><li>a) scaler chain. </li></ul><ul><li>b) unity of command. </li></ul><ul><li>Level of authority. </li></ul><ul><li>Absoluteness of responsibility. </li></ul><ul><li>Parity of authority and responsibility. </li></ul>
  9. 9. Blocks to effective delegation <ul><li>A) Factors in delegator (superior): </li></ul><ul><li>1) love for authority. </li></ul><ul><li>2) maintenance of tight control. </li></ul><ul><li>3) fear of subordinates. </li></ul><ul><li>4) fear of exposure. </li></ul><ul><li>5) attitude towards subordinates. </li></ul><ul><li>6) personality of superior. </li></ul>
  10. 10. B) Factors in delegant (subordinate); <ul><li>Subordinates are expected to exercise less authority in the following situations:- </li></ul><ul><li>1) when they fear harsh criticism for unfavourable results. </li></ul><ul><li>2) when they lack self confidence. </li></ul><ul><li>3) when they lack resources. </li></ul><ul><li>4) when they have inadequate positive incentives;and </li></ul><ul><li>5) when their superior is easily available for making decisions on their part. </li></ul>
  11. 11. Organisational factors <ul><li>Various organisational factorssuch as management philosophy,policy towards centralisation or decentralisation, availability of managerial personnel,control techniques,etc. determine the delegation of authority at various levels of management.For eg; even the autocrat has to delegate authority if the organisational factors so warrant. </li></ul>
  12. 12. Measures for effective delegation <ul><li>Making the potential delegator feel secure. </li></ul><ul><li>Creating awareness for need of delegation. </li></ul><ul><li>Determining decisions and tasks to be delegated. </li></ul><ul><li>Establishing conducive organisational climate. </li></ul><ul><li>Choosing the delegant wisely. </li></ul><ul><li>Tying delegation with planning. </li></ul><ul><li>Delegating authority for whole job. </li></ul><ul><li>Developing appropriate control techniques. </li></ul>
  13. 13. Reference Principles and Practice of Management by L.m.prasad (sultan chand and sons.)

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