Delegation

Explain the benefits to the organisation, to managers and to other employees, of

effective delegation.
Delegation, by which we normally mean the passing of responsibility from a higher level
to a lower level of management, is essential to the creation and management of an
effective organisation. Delegation is often used to describe the process of allocating
decision-making powers to a lower level of an organisation, although it can also refer to
the passing on of responsibility to undertake tasks or to the allocation of the right to give
orders (i.e. the right to require others to undertake tasks). Delegation is therefore the basis
on which different levels, individuals and sections are able to contribute to the overall
organisational effort. Without delegation there is no organisation.
Effective delegation enables the organisation to ensure that decisions are being made at
the most appropriate point or by the most appropriate person, and therefore to ensure that
employees skills and knowledge are being properly utilised in achieving organisational
tasks. This in turn can lead to improved morale, as people feel that they are able to make
an appropriate contribution to the organisations work, and also to improved decision
making.
For managers it can help them to avoid overload and allow them to concentrate on the
vital parts of their role, allocating other tasks to more appropriate colleagues. This in turn
can have a positive impact on their own results and can help them to avoid the stress and
worry that comes from an inappropriate workload and involvement in detail. For other
employees, effective delegation can be important as it encourages involvement in the
organisation and can act as a means of developing skills and knowledge, which is
important, for example, if the person is aiming for promotion to more senior posts. The
fact that they have been involved in decision-making and have shared some of the
responsibilities can make them more promotable.
Briefly, why do we need to delegate?

It makes the organization efficient and effective.

It lets the subordinates to be trained for future management positions.
It takes away the stress of the managers, so that they can concentrate more on the
vital issues of the organization rather than all of the work.
Delegation makes the subordinates feel important and sometimes motivated.
It distributes the work to all people rather than one doing all of it.

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What are the reasons why delegation is often poorly practiced?

In some situations poor delegation reflects the skills or the personalities of the managers
themselves. Delegation is a skill and some people have been so used to doing everything
themselves that they have not acquired the skill. It requires an ability to interact
successfully with others and if this is not present the manager may be ill-equipped to
delegate successfully. It also requires a level of trust in the subordinate and the ability to
accept that there may be some risk that the work will not be done if one would have done
it oneself. Delegation also takes time in ensuring that subordinates have the right skills,
are properly briefed on what is expected and then are monitored to ensure that they
remain on track. Managers may sometimes feel that this is too time-consuming and will
do the work themselves, though ultimately this is self-defeating.
Some of these explanations may in turn stem from the nature of the organization itself.
An autocratic leadership style and a culture that does not encourage risk-taking or sharing
of responsibilities will not encourage the manager to delegate responsibilities to others.
This may also be reflected in company policies, which for example might require certain
decisions to be made at particular levels (e.g. to take disciplinary action or spending
beyond a certain level).
Often those who are new to the management role can find it difficult to delegate
effectively. For example delegation may be thought of, wrongly, as having other people
do their job for them, and this may seem threatening. Likewise if they have been
promoted from a non-managerial position they may find it difficult to give up doing the
tasks they previously did. Owner managers of small businesses sometimes experience
difficulties in delegating, possibly as they have a strong personal identification with all
aspects of the business and find it difficult to let go. If managers do not recognize that
developing others is a key part of the managerial role then they are unlikely to prioritise
that aspect of the work.
Delegation may also be difficult where the skills required to make decisions, or to
complete tasks, are difficult to acquire or where the subordinates do not have the qualities
necessary to undertake higher-level responsibilities. Finally organisations need to
consider the approach to delegation that is appropriate for their business. Delegation can
be a highly regulated and constrained process, with extremely detailed formal guidance
on what are the limits of decision-making authority, and a very tight system of
performance measurement. This may be appropriate to some circumstances, though
increasingly organisations are attempting to find ways to strip out layers of authority (and
therefore costs), and to empower lower levels of the organisation to take a far wider role
in determining the most appropriate ways of operating. This takes the concept of
delegation to a more advanced stage and it is important to acknowledge that the level of
organizational preparation and support will need to be more extensive if this is the goal.
Briefly, why delegation is poorly practiced?

Managers fear of losing their jobs

Managers have no confidence in his subordinates.
Managers may feel they are best at doing everything and if others do it they will
screw it all.
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Subordinates may not have the technical competence to handle the task.

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