By Akansha gupta

AUTHORITY DELEGATION ELEMENTS OF DELAGATION STEPS TO BECOME A DELEGATOR DELEGATION OF AUTHORITY OBJECTIVE PROCESS ADVANTAGES OF DELEGATION OF AUTHORITY IMPORTANCE OF DELEGATION OF AUTHORITY BARRIERS/OBSTACLES TO EFFECTIVE DELEGATION PRINCIPLES OF EFFECTIVE DELEGATION

right to issue orders direct the action of others. right to make decisions and get the decisions carried out.

assurance

or freedom from doubt or ambiguity. stems from an immense sense of self-confidence and belief in one and one's abilities to do something.

 person

gives to another person the right to perform work on his behalf second person accepts a corresponding duty or obligation to do that is required subdivision and sub-allocation of powers to the subordinates to achieve effective results.

 Authority

Responsibility

power and right of a person to use and allocate the resources efficiently, to take decisions and to give orders to achieve the organizational objectives. duty of the person to complete the task assigned to him. Responsibility flows from bottom to top

 Accountability

giving explanations for any variance in the actual performance from the expectations set. answerable for the end result It cant be escaped. It arises from responsibility

 ATTITUDE

how you perceive your staff. Effective delegators regard their subordinates as companions on the road to attaining goals and results help them make good use of their talents, and treat them well. encourage and collaborate with subordinates to help them extend themselves attempt to facilitate the performance of others to raise everyone to higher levels.

 HABIT

Techniques

Habit derives from practice. way to develop your delegating skills is to delegate. Only practice can translate theory in to effective performance. Empathy, insight and understanding as well as confidence and common sense, in using standard procedures are needed.

assigning of certain responsibilities along with the necessary authority by a superior to his subordinate managers. an attempt is being made to have meaningful participation and cooperation from the subordinates for achieving certain well-defined results. routine responsibilities of the superior are reduced. Delegation is a tool, which a superior manager uses for sharing his work with the subordinates and thereby raising his efficiency.

 reduce

the excessive burden on the superiors provide opportunities of growth and self development to junior executives. To create a team of experienced and matured managers for the Organisation. acts as a technique of management and human resource development. To improve individual as well as overall efficiency of the Organization.

 Relieves

manager for more challenging jobs Leads to motivation of subordinates Facilitates efficiency and quick actions Improves employee morale Develops team spirit Maintains cordial relationships

 PEOPLE

RISE TO THE OCCASION WHEN PROPERLY INFORMED AND TRAINED: PEOPLE LEARN FROM THE TASKS THEY DO WHEN THEY HAVE RESPONSIBILITY DELEGATED TO THEM PEOPLE GAIN OWNERSHIP OF THE PROJECT OR TASK WHEN THEY HAVE A PART IN IT PEOPLE BUY IN TO THE COMPANY OR ORGANISATION

 (A)

Obstacles on the Part of Delegator

Unwillingness of the manager to delegate authority Fear of competition Lack of confidence in subordinates Lack of ability to direct Desire to dominate subordinates

 Too

much dependence on the manager for decisions Fear of criticism Lack of information Absence of positive incentives Absence of self-confidence Difficulty in decision-making Poor superior-subordinate relations Undue interference by superior Fear of being exposed

 Knowledge

of Objectives Parity of Authority and Responsibility:

The

Scalar Principle Clarity of Delegation Absoluteness of Responsibility Use of Exception Principle Completeness of Delegation Effective Communication Support System Reward for Effective Delegation

Unity of Command:

 DO

DELEGATE

When there is a lot of work to delegate. When a member has a particular skill or talent that would suit a task. When someone expresses an interest in a task When a member might benefit from the responsibility( e.g. an emerging leader in your group.)

 DONT

DELEGATE

Your own hot potatoes(e.g. tasks that are time sensitive, an emergency, and or confidential) Your specified responsibilities Tasks you would not be willing to complete Tasks that a member may not possess the necessary skills to complete the task successfully.