Barriers to Delegation:

Even though there are several advantages on delegation of authority, most managers are reluctant to
delegate authority and many subordinates are also reluctant to accept authority and responsibility for
several reasons.

Reluctance of Managers or Executives:

The following reasons for managers are not willing to delegate authority are given below:

i. A manager may believe that he can do his work better than his subordinates.

ii. Sometimes, managers might believe that his subordinates are not capable enough.

iii. Delegation may require a lot of time in explaining the task and responsibility to the subordinates.
Here, manager may not have the patience to explain, supervise and correct any mistakes.

iv. A manager may lack confidence and trust in his subordinates, since the managers is responsible
for the actions of his subordinates, he may not be willing to take chances with the subordinates, in
case the job is not done right.

v. Some managers lack the ability to direct their subordinates.

vi. Some managers feel very insecure in delegating authority especially when the subordinate is
capable of doing the job better. The manager, in such a situation, may fear his loss of power and
competition from the subordinate.

vii. An executive may be reluctant to delegate if he believes that the control system is not adequate in
providing early warning of problems and difficulties that may arise in the delegated duties, thus
delaying the corrective decisions and actions.

Reluctance of Subordinates:

Subordinates may reluctant to accept delegation of authority for the following reasons:
1. Subordinates may lack confidence in their ability to accept additional responsibility.

2. Subordinates may reluctant to accept authority and make decisions for fear that they would be
criticized or dismissed for making wrong decisions.

3. Subordinates may not be motivated to accept additional responsibility and authority willingly in
the absence of suitable incentives.

4. In case of adequate information and resources may not be available to the subordinates to carry out
their decisions, they may hesitate to accept the delegation of authority.

5. They find it easier to ask their superiors than to try to solve the problem themselves.

Overcoming Obstruction of Delegation:

The following aspects will help to overcome the obstacles of delegation:

1. Delegation to be Complete and Clearly Understood:

The subordinate must know precisely what he has to know and do. It should be preferably in
writing with specific instructions so that the subordinate does not repeatedly refer problems to the
manager for his opinion or decisions.

2. Proper Selection and Training:

The management must make proper assessment of subordinates in terms of their abilities and
limitations before delegating the proper authority. Additionally, management must work closely
with the subordinates in training them in how to improve their job performance. This constant
communication will build up the self-confidence of the subordinates.

3. Motivation of Subordinates:

Adequate incentive in the form of promotion, status, better working conditions or additional
bonuses must be provided for additional responsibilities will performed.

4. Establishment of Proper Control:

Shortcoming can be removed by establishing adequate controls. In this regard, adequate
checkpoints and controls may be built in the system. For example, weekly reports.

Guides for Overcoming Weak Delegation in Organization

Unclear delegations, [6] partial delegations, delegations inconsistent with the results expected, and
the hovering of superiors who refuse to allow subordinates to use their authority are among the
many widely found weaknesses of the delegation of authority.

In overcoming these errors—and emphasizing the principles outlined above—the five following
guides are practical in making delegation effective;

1. Define assignments and delegate authority in the light of results expected.

2. Select the person in the light of the job to be done. This is the purpose of the managerial
function of staffing. It is important to remember that qualifications influence the nature of the
authority delegated.

3. Maintain open lines of communication. This means that there should be a free flow of
information between the superior and the subordinate, and subordinates should be furnished with
information with which to make decisions and properly interpret the authority delegated.

4. Establish proper controls. But if controls are not to interfere with the delegation, they must
be relatively broad and designed to show deviations from plans rather than interfere with detailed
actions of subordinates.

5. Reward effective delegation and successful assumption of authority. It is seldom sufficient

to suggest that authority be delegated, or even to order that this is done. Managers should be ever
watchful for means of rewarding both effective assumptions of authority.