understanding delegation simply

1. Delegation

2. What is to delegate?
• Delegation refers to entrust part of the authority by
superordinate to a subordinate in certain defined
areas and make them responsible for the result.

3. Why delegate?
• Delegation enables manager to distribute his work load
among his subordinates, thereby concentrating on
more important tasks.
• It pushes authority near the point of action, as a result
decision can be taken more quickly and without
referring to higher authorities.
• It helps to improve the motivation and morale of
subordinates.
• It is a means of training and developing subordinate
executives. They acquire skills through experience.
• Delegation facilitates the growth and expansion of the
organization.

4. How do you delegate ?(principles of
delegation)
Functional definition
• The functions to be performed by a subordinate
must be defined clearly and precisely. The limits of
authority of every subordinate should also be
defined clearly.
Unity of command
• Every subordinate must at time receive orders and
be accountable to only one supervisor. No
individual can serve more than one boss at same
time.

5. Principles of delegation cont’n…..
Delegation by results expected
• Authority should be delegated according to the results
expected of subordinates. This will enable the
subordinates to know by what standards their
performance will be judged.
Absoluteness of responsibility
• Responsibility can never be delegated by delegating
authority a manager, therefore becomes responsible
for the actions of his subordinates.
Parity of authority and responsibility
• Authority and responsibility should be coextensive and
coterminous. It is unfair to hold a person responsible
for something over which he has no authority.

6. Explore barriers to delegation
Organization barrier
• Some organization are traditionally democratic and
opposed to delegation
Psychological barriers include;
• Feeling of superiority, managers may have a feeling
that his subordinates are not capable enough to do any
work without close supervision.
• Habit pattern, the managers may have developed
personal contact with all aspects of work and wants to
just aim a deep seated habit pattern thus avoid
delegation.

7. Explore barriers to delegation
cont’n….
• Fear of exposure, if a manager himself is not
competent to plan ahead and decide with task
should be delegated to whom.
• Feeling of indispensability, if he wants others to
realize his importance he may not delegate.
• Risk avoidance, the manager continues to be
accountable for the actions of the subordinates.
• Loss of importance, a manager may feel delegate
of authority may lead to diminution of his own
authority.

8. References
• University of technology Mauritius; delegation and
empowerment
• http//:www.ncsu.edu/project/parkprgrd/PSTraining
Modules/delegating/de116frame.htm
• http//:www.novaces.com/empowermwnt-and-
delegation.php