This document discusses obstacles to effective delegation within an organization. It identifies three main sources of obstacles: 1) On the part of superiors, which can include a lack of confidence in subordinates, a desire to maintain control and authority, and an inability to provide proper guidance. 2) On the part of subordinates, such as a fear of criticism, lack of self-confidence or information, and not having proper incentives. 3) On the part of the organization, including issues like a defective structure, vague plans, divided authority/responsibility, and lack of control measures. The document analyzes obstacles within each of these three categories in further detail.

1. MANAGEMENT PROCESS
OBSTACLES IN DELEGATION

2. OBSTACLES OF DELEGATION
 Delegation, although seems to be a simple process,
suffer from several obstacles in practice. These
obstacles arise partly on account of the
subordinates and partly due to the organization.
Therefore, we shall study the obstacles under the
following three distinct heads:
 Obstacles of delegation on the part of the superior
 Obstacles of delegation on the part of the
subordinates
 Obstacles of delegation on the part of the
organization

3. OBSTACLES OF DELEGATION ON THE PART OF
THE SUPERIOR
 The reasons for the reluctance of the superior to
delegate can be outlined as follows:
 Lack of Liberal Attitude: Very often , the executives feel
that the can do a job better and the subordinates are not
competent to perform the functions with the same
degree of skill.
 Degree of Dominance: Some managers feel that their
subordinates shall learn too much and shall soon
compete with them and even outshine them. Therefore,
they try to dominate the subordinates at each step of
work and thereby hampers the process of delegation.
 Inability to Direct: Inability of the superiors to issue
suitable directions and guidance also creates difficulties
in the process of delegation.

4.  Lack of Confidence: Superiors often lack
confidence in their subordinates. Therefore, they
are reluctant to their integrity and do not delegate.
 Absence of Controls: When the executives have no
means of knowing the serious difficulties in the
working of the department in advance, they may
hesitate to delegate the authority.
 Cautious Temperament: The cautious temperament
generally act as obstacle in the delegation of
authority , as the process of delegation involves risk
which a manager with cautious temperament would
not like to take.

5.  Love to Authority: A superior will not delegate his
rights if he is an autocrat. They want to show their
importance in the organization and want
subordinates come frequently to him to get decision
approved by him.

6. OBSTACLES OF DELEGATION ON THE PART OF
SUBORDINATES
 Even if the superior is willing to delegate authority,
the process of delegation shall fail if it is not
accepted by the subordinates. The subordinates
may be shy in accepting the authority and thereby
assume responsibility because of the following
reasons:
 Easier to Ask: Subordinates often feel that it is more
easy to defend on the decision of the boss rather than
to make on their own.
 Fear of Criticism: The fear of criticism on the part of the
superiors may also make them shy in accepting
authority.
 Lack of Information: Subordinates hesitate to assume
responsibility , if they feel they lack the necessary
information and resources to do a good job.

7.  Lack of self confidence: Subordinates who have no
confidence on their own skill may be unwilling to
accept difficult assignment.
 Lack of Proper Incentives: In the absence of proper
incentives or reward, subordinates, shall be
unwilling to assume responsibilities and show their
mastery skill.
 Overburdened With Work: If a subordinate is
already overburdened with work, he may not accept
authority. This is a legitimate reason for such
refusal.

8. OBSTACLES OF DELEGATION ON THE PART OF
THE ORGANIZATION
 The faults contributing to the failure of the process
of delegation also lie with the organizational setup.
They may include the following:
 Defective organizational structure,
 Vague plans,
 Splintered authority and responsibility,
 Dual subordination,
 Absence of effective control measures,
 Infringement of the principle of unity of command,
 Environment of internal decision.

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