Delegation can be defined as the assignment, or

entrustment, to subordinates of organizational responsibilities and obligations along with appropriate organizational authority, power and rights.
The transfer of decision making authority from a

manager to a subordinate or a team at a lower level in the organization.

Authority is delegated when a superior gives a

subordinate discretion to make decisions.

Any member of management, including the

supervisor, can usually delegate some responsibility and authority.

Delegation is not a process of abdication. The person

who delegates remains accountable for the performance of his subordinates as well as the overall performance.

Determining the results expected from a position. Assigning tasks to the position.

Delegating authority for accomplishing these tasks.

Holding the person in that position responsible for

the accomplishment of the tasks.

Delegations give the manager more time to spend on

the most important tasks and decisions.

Delegation teaches subordinates to make their own decisions and to deal with the consequence of those decisions.
Delegation may lead to higher quality decisions that

result in greater customer satisfaction, because lowerlevel employees are closer to actual customers and are therefore more aware of their needs.

The essential

point of delegating is for the managers to concentrate on the most important matters themselves.

RECEPTIVENESS WILLINGNESS TO LET GO WILLINGNESS TO ALLOW MISTAKES BY

SUBORDINATES
WILLINGNESS TO TRUST SUBORDINATES

Determining what we want done. Delegating authority in light of the job to be done which

means granting sufficient authority to make possible the accomplishment of goal assignments.
Matching the desired task with the most appropriate

employee.
Maintaining open lines of communication. Allowing employees to do the task the way they feel

comfortable doing it.

Trusting the employees capabilities. Checking on the progress of the assignment but not

rushing to the rescue of the employee or interfering at the first sign of failure.
Holding the subordinate accountable for the work and any

difficulties that may emerge, exploring what is going wrong, and helping employees develop their own solutions.
Recognizing what the employee has done, and rewarding

effective delegation and successful assumption of authority.

The reluctance of the manager to ask his or her

subordinates to do some of the tasks that he or she normally does.

The consideration of manager that his or her

subordinates lack the appropriate knowledge to do the task that he or she would like to delegate to them.
The belief that he or she can do some of the tasks

more quickly than they explain them to their subordinates.

The assumption that his or her subordinates lack the

required skills and experience and hence he or she can do the task better than them.
The belief that his or her subordinates are already too

busy.
The fear that allotting the task to someone else might

weaken his or her control.

The assurance that he or she will be held responsible if

someone else makes a mistake.

The unwillingness of managers to rely on the judgment of

subordinates around delegated tasks.

Poor manager subordinate relationship.

The unwillingness of a subordinate to accept delegated

authority for fear of criticism.

Relieves the manager of routine work

Leads to motivation of employees

Increases employee morale Builds and maintains cordial relationships Prepares subordinates for future promotions