1 ADMINISTRATION

opinions and facts correctly and accurately from one person to

another person or group of people.
The primary objectives of administration in any organisation is
that of coordina
Is a social process concerned with identifying , maintaining ,
motivating , controlling and unifying formally and informally
organisedhuman and material resources with an integnited
system , designed specifically to achieve predetermined
objectives .
2 ADMINISTRATION
Is a formalized system which is intended to controll , supervise ,
plan and make decisions about the various activities of an
organization
It is the authoritative art of getting things done .

3 It has to do with things done with the accomplishment of

the defined objectives

4 The capacity to co-ordinate

5 When two men co-operate to roll a stone that neither

could have moved alone and rudiments of administration
have appeared .
The science of administration is thus the system of knowledge
whereby man may understand relationships , predict results and

influence outcomes in any situation where men are organized at

work together for a common purpose .
WHY ADMINISTRATION
1 Exists to implement the decision of an organization .
2 Influences the results to be achieved, the direction to be
persued, and the various priorities, to be recognizedwith the
organization.
3 Determines in large measure, the organization climate and
working relationships.
4 can help to make employees more productive.
5 Help to assemble and to ensure effective use of resourses.
6 Unifies and co-ordinates the human and material, resources
available for use in the organization.
7 Evaluetesthe quality and quantity of outcomes actually
accomplished
8 Shapes to a large extent, the image and prestige of the
organization.
9 Tries to build into the organization provisions for innovation, for
change and for development.
WHAT DO ADMINISTRATORS DO ?
Lead, plan, make decisions, organize, co-ordinate, motivate,
communicate, budget, evaluate and control.
ISSUES FOR ADMINISTRATORS
1Motivation The inner drive which prompts people to act in a
certain way.

2 Communication Transmission of infomation fromone place or

person to another
WHY MOTIVATION ?
1 A mediocre group if motivated can change into a highly
productive team.
2 Provides guidance, encouragement and instruction.
3 Brings about high moral.
4 If better motivated means no disputes or problems among
peoples staff.
WHY COMMUNICATION
Is intended for conveying information, instructions, advice,
feeling, ting the efforts of people towards the archievement of
goals.
WHO IS AN ADMINISTRATOR
1. Is regarded by some people as a dictator because he must
give orders and get things done quickly without questions.
2. A displinarian and a manager because the way he handles
discipline.
3. An exercutive man of his organisation because of the way he
is making decisions and implementing its polices and
programmes.
4. To other an administrator is a coordinator who has to
organise activities smoothly, and efficiently
HIS DESCRIPTION INCLUDE
Boss" Leader, head, director, adviser, problem solver.
An administrator can be described as an individual who directs
the affairs of an organisation in such a way as to archieve its
primary goals and objectives and who can get things done quickly

and effectively. It involves effective planning, organising,

supervising, controlling and evaluating.
WHAT IS ADMINISTRATION
1. The process of working with and through others to
accomplish organisational goals efficiently.
2. It is directing, coordinating, defining objectives, evaluating
perfomance, providing organisational resources, planning,
and building a supportive psychological climate.
3. It is a process of functions like planning, organising, leading
and controlling.
From the definition given some common elements emerge.
Fisrt there must be an organisational structure in which every
member plays some role. Such an organisation must also have
someone at the top who must provide central leadership,
coordinate activities and make decisions.
NEXT THERE MUST BE GOALS AND PROCEDURES
Goals and objectives of the organisation must be clearly
understood if the organisation is to fulfil its functions.
Administration in the church you find that all the activities are
directed towards the attainement of winning souls to christ and all
people contribute towards thsat goal.
ORGANISATION
Made up of any group of people united together to pursue and
accomplish a common purpose as one team.
ELEMENTS OF PROPER ADMINISTRATION IN AN
ORGANISATION
1. AIMS OF THE ORGANISATION MUST CLEARLY SPELL
OUT

No organisation can succeed unless its aims are clearly stated.

Aims give direction of purpose towards speciffic ends.
Aims also form the basis o f evaluating the organisations degree
of success.
2. THERE IS NEED FOR DIVISION OF LABOUR AMONG
MEMBERS OR WORKERS
Different people must be given different jobs according to their
skills.
People exercise their talents and abilities.
3. THERE IS NEED FOR A HIERACHY OF AUTHORITY
Work in any organisation can not proceed properly without some
means of controlling, guiding, limiting and managing various
units.
This calls for chain of authority or a hierachy of authority.
CHARACTERISTICS AND PRINCIPLES OF ORGANISATION
AND ADMINISTRATION.
1.
2.
3.
4.
5.

6.
7.
8.
-

Proper organisation
Defined goals and purpose
Definite structure and a system for providing leadership
Need for personal polices in an organisation
Need for proper coordination of functions, activities, interests
and assignments if the organisation is to perform its
functions properly and archieve aims.
Members should have sense of security
The organisation to mantain some meassure of stability,
flexability its polices and programmes.
Coorperation is most essential for the efficiant running of an
organisation
Functioning as an organic unit

- Working together
9. Organisation should mantain an effective machinery for
planning and decission making.
10.
It should develop an objective means of periodically
evaluating its own programmes and policies inorder to
ascertain to what extent it archieving its aims.
MOTIVATION FACTORS IN AN ADMINISTRATION OF AN
ORGANISATION
[a] Promotion appointments
[b] Study tours in another assembly
[c] In service courses
PLANNING
-Involves setting goals and objectives for the district,province,
nation etc and developing bluepronts and strategies for their
implementation.
-It is a process as well as a means of orienting the institution
towards goals.
ORGANIZING
-Involves bringing together human, finance and physicai
resources in the most effective way to accomplish goals.
-The process of determining the activities, to be performed inorder
to archieve the objectives.
LEADING has to do with guiding and supervising
subbodinates
Plans of organisation are implemented by people and people need
to be motivated , expectation need to be defined and
communication channels need to be mantained.
COMMANDING

Make the members do their work.

COORDINATE
Unite and corollate all activities.
CONTROLLING
See that everything is done in accordance with the rules which
have been laid down and the instructins given.
DIRECTING
The continuous task of making decision embodying them.
When we direct,we motivate, influence,guide or stimulate the
actins of people towards the attainement of the desired
organisational objectives.
Direction is part of supervision
Supervision refers to the day to day relationships between on
executive ( overseer ) and his subordnates(pastors)
Coordination-The process of bringing related activities together.
ADMINISTRATIVE SKILLS
Asuccessful administration rests upon the three basic skills (1)
Technical (2) Human (3) Conceptual skills
1. TECHNICAL SKILLS- An understanding of the proficiency in
the methods, process, procedures and techniques.
It includes knowledge of finance.
2. HUMAN SKILLS- The ability to work effectively and
efficiently with others.
It requires self understanding, appreciation, empathy and
consideration for others.

3. CONCEPTUAL SKILLS
THEORIES OF ADMINISTRATION
Administration involves supervisors in a leadership role on one
hand and subordinates(people working under the supervisers
control)
1. THE CLASSICAL OGANISATIONAL THOUGHT
It has two aspects which are the scintific management
approach and Administrative management approach.
THE SCIENTIFIC MANAGEMENT APROACH
The programe include:
(a)

A clearly defined daily task for every worker

(b)Standardized conditions and appliances used for the job to

accomplish the task
(c) High pay for success
Success means completing the task
(d) EXPERTISE-The task was accomplished by a very able and
efficient worker
Members has to be mined and developed so as to handle difficult
tasks
- A good administrator should be kind sympathetic, considerate,
honest and impartial and cater for peoples socialogical and
phsychological needs.
THE ADMINISTRATIVE MANAGEMENT APROACH
-Concentrates on the broad problem of departmental division of
work and co-odination.

.1. Reporting inform the superiors on what is going on, thus

includes keeping yourself and your subordinates informed through
records, research and inspection.
2. Budgeting- All that goes with budgetingin the form of public
revenue`
Accounting control .
CLASSICAL ORGANIZATION THEORY
(1). TIME AND MOTION STUDIES- Is a task carried out in a way
that minimixes time and effort required
(2) DIVISION OF LABOUR AND SPECIALIZATION
Efficiency can be attained by subdividing any operation into its
basic components to ensure workers perfomance
(3). STANDARDIZATION OF TASKS Breaking tasks into
components parts allows for
? performance.
(4) UNITY OF COMMAND
By unity of command is meant that orders and instructions to an
employee should be given by one person or manager.
Any organization which lacks a specified unity of command is
subject to confusion and conflict in its administration.
Command is subject to confusionand conflict in its administration.
To co-odinate the organization decision making is centralized with
responsibility flowing from top to bottom.
5 SPAN OF CONTROLL Unity of command and co-odination is
possible only if each superior subordinates to direct.
6 UNIQUENESS OF FUNCTION One department of an
organization should not duplicate the functions perfomed by
another.

Need for co-odination

It means arranging the various activities of the organization in

such a way that the whole process flows smoothly without delay,
cillission or friction.
It means that all the assemblies, areas or sections are informed of
what is going on ahead of time and whenever changes of routine
are going to occur.
An obrubt administrative change without proper
Co - odination can cause great confusion.
BASIC CONSIDERATION IN ADMINISTRATION
For any organization to succeed two points must be considered
carefully.
EFFICIENCY - The maximization of profit or the satisfaction of
perfomance.
Organizational efficiency is based on the proper combination of
the following factors.
THE PERSONELL SLILL FACTOR
The employees of an organization must possessthe right attitude
and competent skills to enable them to get the work done.
Efficiency of work is a combinationof both skills and proper
attitudes where the employees are concerned. Inany organization
there are several types of workers categonized n respect of their
atitudes towards work
.(1) THE LOYALISTS
Are obedient towards authority

They are always sure to follow any instruction given by authority

concerned.
They are good men for administration.
Rarely say anything against the organization.
They aim at excellency always
2. THE BARGAINERS
They choose to discuss matters with the authority rather than go
on strike when things go wrong.
They like their work but not to sit idly and be explinted by the
organization.They have a good attitde towards their work.
3. THE VEGETATORS
They simply report on duty to put in the days work of

Do not worry or care which way things go far as work is

concerned.
Contribute little towards employees welfare or towards new ideas
for promoting the organization.
They are like vegetables waiting to be watered and pruned.
They do not take time to think of new ways of doing their job
better.
Are only interested in getting their salaries at the end of the
month
4. THE AGITATORS
Has a negative attitude towards work.
They are the complainers.
They may for example agitate against the leader.

Are not satisfied the way things are done.

They do not come out in the open and say what they want.
They grumble and gossip against the organisation and its
administration.
Their aim is to divide and dilute the devotion of other workers.
Can ruin the working morale of other good workers and there fore
lower their efficiency of performance.
5. THE REJECTERS
May go to the extent of staging a strike.
Rejecters are opposed to new ideas and techniques.
They think any new ideas and changes are a threat to their jobs
and positions.
THE HUMAN RELATIONS APPROACH
This is an interaction between people in all kinds of situations in
which they seek through mutal action, to archieve some purpose.
It includes moral, group dinamics, democratic supervision and
behavioral concerpts in motivation.
THE HUMAN RELATIONS APPROACH- Seeks to seea man
who is happy in his own working environment inorder for
him to work well.
When environment is condussive when:
1. The physical facilities in which the person works( are ) both
comfortable and secure
2. The people with whom he works (are) friendly and capable of
creating good social atmosphere for interaction among the
workers.

3. The machines or tools with which he performs his duty (are)

safe and secure.
IMPLICATIONS TO THE THEORY
In human relations theory, you are a good administrator if you :
1. Take notice of your subordinsates work and comment them
for good performances
2. Treat them like human beings and give respect.
3. Treat everybody equally.
4. Tell them exactly what they have to do and always inform
themof any changes eg through meetings or workers
fellowship.
Allow your subordinates to participate in the decision making.
ADMINISTRATIVE BEHAVIOR
Here emplase on motivation which meant that people had to get
rewards in exchange for the work they do
FUNCTION OF ADMINISTRATION
1. Puts into practice the decissions of the organisation
2. It influences the results that are to be archieved the direction
to be taken and identifies the most important aspects in the
organisation.
3. It also determines the working atmosphere of the
organisation and the relationship tha exists among workers.
4. It measures what the organisation has acocmplished in forms
of how good a thing is(quality) and how much has been
accomplished(quantity)
5. It determines the prestige of the organisation ie whether the
organisation is regarded highly or not at all
6. It is responsible for perfecting existing ideas, making change
s and developing the organisation.
COMMUNICATION

The transmision of information from one place person to another

person.
The method used to let another person or persons know what is
taking place and when such a thing is taking place.
In any communication there must be a sender of the message, or
communicator , and a receiver or communicatee.
Communication is not complete until the receiver has responded
to the message
TYPES OF COMMUNICATION
Can be grouped into three types
1. COMMUNICATION BY WORD OF MOUTH
Disadvantages:
(a)Messages get distorted in the process of transmission
(b)Nobody can be held responsible for the message
2. COMMUNICATION BY THE WRITTEN WORD
Letter writing , news papers, books and magazines
3. COMMUNICATION BY USE OF ELECTRONIC DEVICES
Includes: the telephone, radio and television
The message travels faster and effectively
METHODS OF COMMUNICATION
1. THE DIRECT METHOD OF COMMUNICATION
The message is given directly by the sender to the receiver and a
reply is given on the spot.
2. THE INDIRECT OR RELAY METHOD OF
COMMUNICATION

There is an intermediate agent/s through whom messages must

travel before reaching the receipient.
Another term used is the relay method
Disadvantages of the relay system:
1. The message can be delayed on the way
2. The message may be distorted
3. The message can be diluted
4. The message may be trapped
If an agent does not like a certain message reaching another
one ,he may trap it ie sit on it.
RULES GORVENING EFFECTIVE COMMUNICATION
1. THE LANGUAGE USED MUST BEAR THE SAME MEANING
FOR BOTH SENDER AND RECEIPIENT
When communicating, it is important for the sender to use words
and signs which are familiar to the receiver
Avoid ambiguous words and colloquial phrases
Be simple and precise
Be simple and straight forwad in your language
Make sure that the words used are accepted to the other person
Always choose carefully before you speak
2.COMMUNICATE WELL AHEAD OF TIME
Inform those who are going to be involved in it well ahead of time
This gives them time to get ready for the event
Last minute communication causes a lot of inconvenience

3. CONSULT AND CONSIDER EVERYONE INVOLVED IN THE

EVENT
Consult and inform everyone about his respective duty or role
well in advance
4. DO NOT RELEASE ANY OFFICIAL MESSAGE PREMATURELY
5. WAIT FOR THE RECEIVERS RESPONSE BEFORE TAKING
ACTION
PURPOSE OF COMMUNICATION
It is intended for conveying, commands, information, instractins,
advice, feelings, opinions and facts correctly and accurately from
one person to another person or group of people
Good communications help to stimulate ethusiasim and raise
interests and motivation
Cmmuniction is not an inborn thing but has to be learned.
The goals of the church or organisation become known and useful
when they are communicated.
Communication is the first task of an administrator.
Communication involves two people a sender and a receiver.
An administrator communicates not with himself alone but with
the public.
Communication does not take place unless the receiver interprets
exactly the information being transmitted.
Body motions, facial expressions, voice intonations and speech
rapidly convey meaningful information.
Administrators are always looking for effective communication.
BASIC REQUIREMENTS FOR GOOD COMMUNICATION

1. Have something to say. Knowing exactly what to say is very

important in communication.
2. Clarify all your ideas on the subject before seeking to
communicate to others.
3. Be prepared. Prior preparation require full consideration of
the following questions.
(a)
What is the purpose of communication?
(b)
Who is the audience ?
(c)
What is the scope of the subject?
(d)
Where will be the communication?
(e)
How can l best present the communication?
For instance you will need to decide whether your message
will be presented orally, in face to face meeting or printed in
a memo, letter or newspaper.
4. Brevity, clarity and relevance are essential for sound
communication.
5. Develop a natural style of delivering your communication.
6. Use simple, straightforward laguage whenever possible.
7. Check and recheck whethern your message/talk / instruction
has been properly understood.
8. Seek to be understood all the time and also to understand.
Communication is a two way process. It is important to be a
good listener too.
Communication is purposive.
Its primary administrative functions are informing,
instructing or directing someone, evaluating someone or
something and influencing anothers thought of behaviour.
LEADERSHIP
The success of any organisatin depends mainly on effective
administration procedures and effective administration
depends on sound leadership.
MEANING OF LEADERSHIP
1. The process of influencing the activities and behaviour of
an individual or a group in efforts towards goal
archievement in a given situation.

2. It is a status of dominance and prestige aquired by ability

to control, initiate or set the partten of behaviour for
others.
CHARACTERISTICS OF LEADERS.
Leaders are people with a purpose and a vision.
They are not driffters, going along without seeing where
theyn are going.
Faint leaders can not win devoted followers.
Real leadership requires the leader to be wholly
committed to a single purpose.
He/She must be friendly too because friendliness is
important to good leadership.
To be a good leader one must learn to be a good follower.
A true leader does not drive his followers but gains their
bgood will and loyalty by helping, motivating and guiding
them.
LEADERSHIPAS A PERSONALITY GIFT.
He has unique physical intellectual and sociopsychological traits which make him more superior than
others.
THIS INCLUDES: Dependability, friendliness, enthusiasm,
forcefulness, persistence, knowing how to get things done,
self confidence, alertness to and insight into situations,
cooperativeness, and fluence of speech, judgement,
originality, emotional, stability and popularity.
He is described as stronger, more inteligent, more mature,
more cultured and more impressive than any of his
followers.
He is more sensitive to the needs of the group he is
leading.
LEADERSHIP AS A STATUS, TITLE OR POSITION
MAKING POLICIES- Every leader is responsible for
formulating guidelines which must be followed as a basis

for directing the administrative machinery of the

orgsanisation
EXECUTION OF POLICIES- He is charged with the
responsibility of seeing that decissins made in the
organisation are within the confines of the organisational
polices.
PERFORMING A DUAL RESPONSIBILITY- He has a dual
responsibility
(1)
To the general public
(2)
To the internal operation of his organisation
FIRST- Usually means creating a good public image of
the organisation
SECOND- Is the duty which the leader must perform for
the organisation that is his official duties?
He assigns tasks, plans ahead and establishes ways of
getting the task done.
LEADERSHIP AS SOCIAL AND SHARED
RELATIONSHIP
It is based on what the leader does to help the group
define its goals, archieve its objectives or mantain its
strength as a body.
A leader who knows his people individually will most
like to more sympathetic to their problems failures than
one who does not know them at all.
TYPES OF LEADERSHIP
Those are:
(1)
Autocratic
(2)
Laisser faire
(3)
Democratic
(4)
Charismatic
1. AUTOCRATIC / AUTHORITARIAN/ COERCIVE
LEADERSHIP
- Commonly known as a dictator, is the one who decides and
dictates
- He alone determines police and assigns tasks to members
without consulting with them.

- The subordnates has to carry out his directives without

question
- Any grumbling about the leaders actions or orders is met with
force
- Autocratic leadership does not allow any group inspired
decisions
- The leader is always aloof from the group.
- He is impersonal, task oriented and sees himself as the sole
and the center of authority
- Autocratic leadership weakens the ability of the group and
individuals
LAISSEZ-FAIRE LEADERSHIP/FREE REIGN APPROACH
- French term meaning let people do what they want
- Laissez-Faire is leadership without a specific leader.
- The leader is mere figure or symbol
He gives few (if any) rules and is tolerant
The leader grants complete freedom to group or individual
Each individual does what he/she wants and when he/she
wants.
- The leader has no authority.
- He remains apart from the group and participates only when
the group has asked him to do so.
- Any organization with such type of leadership, anarch reigns
because no one determines whethersomeone is right.
There is often frastretion, lack of purpose, and indecision.
DEMOCRATIC / PARTICIPATIVE LEADERSHIP
- Members are totally involved in the making of policies.
- The leader gets power and authority from the group he lead
- Decisions about organizational matters are arrived at after
consultation and communication with various people in the
organization.
- The leader attempts as much as he can to make each
individual feel important as member of the group
- Individuals are free to exercice their skills or talents toward the
success of the organization
- The leader delegates responsibilities tohis followers.

The final decision remains with the leader although the ground
work leading to the decision might have be done by a team of
people rather than one person, the leadership
- With this kind of leadership higher degrees of staff morale,
iniative, cohesivesiness , freedom of action and work quality is
promoted.
DEMOCRATIC LEADERSHIP PROMOTES GREATER GROUP
PRODUCTIVITY, PERSONALITIES, SHAPED AND
LEADERSHIP IS MORE MATURE, MORE CAPABLE OF
OBJECTIVITY AND LESS AGRESSIVE.
CHARISMATIC LEADERSHIP
- It is leadership influenced by a leader.
- The leader has extra-ordinary powerss over people whose
obiedence is based on emotion rather than reason.
- He has super natural powers which automatically draw number
of willing followers to him
QUALITIES AND TACTICS OF A LEADER
A GOOD LEADER SHOULD:
1. Have consideration for others
2. Be intelligent
3. Have self confidence
4. Be sociable, friendly and mix well with others
5. Have speech fluency
6. Be professional, objective , impersonal, impartial and act in
the best interests of the group
7. Have morale intergrity
8. Be in sound health
9. Have a sense of purpose , that is , having knowledge of what
he/she wants
10.
Be responsible
11.
Have the ability to remain reasonable in
difficulty situations
12.
Be influential- be willing to influence higher
authorities
13.
Be efficient

A leader should find ways of dealing with his superiors as

well as with his subordnates
Impress your superiors by being competant
A leader, in dealing with subordnates , should:
1. Listen more than he talks
2. Be natural
3. Avoid remarks(even in jest) that belittle a group member
4. Deal with their problems
5. Keep an open door to them
6. Involve members in decission making
7. Treat them fairly
8. Give them a sense of belonging
9. Give subordnates security and comfortable living
PERSONAL CHARACTERISTICS OF QUALITIES
DESIRED OF A GOOD LEADER
INTELLIGENCE-Involves natural intelligence, mature and
sound judgement, broad mindedness,the ability to see,
examine problems or tasssks and to be able to provide
apropriate solutions to them
Includes the verbal ability to communicate effectively with
other people
SELF CONFIDENCE
When self confidence is lacking in an administrator, he
ends up being used by persons of groups who have
confidence in themselves and their ideas
SOCIABILITY
He must be friendly, cheerful and sociable in his approach
to people
He must be interested in the welfare and problems of his
subordnates
He must be an example of courtesy, politeness and must
towards the people whom he works
PROFESSIONALLY MINDED
He must recognize the good of the profession and do what
he can do to further it
MORAL INTERGRITY
He must uphold high ethical and moral standards

He should with courage stick to the mith

He must be honest and practice what he says
HUMILITY AND MODESTY
He should be humble and modesty
Boasting,arrogence and vanity must not be practiced by a
good leader
SOUND HEALTH
A sickly leader can not discharge his duties and
responsibilities effectively
Good physical and mental health is essential requisites for
maxmum effectiveness
DECISION MAKING
We all spend our lives making decision some are good
decision and others are bad decisions
-Decision making is a major responsibilityof all
administrators
-Until decision making is converted into action it is only
good intention
-Effective administrators require intelligent decision
making
-Decisions are intelligent when they are appropriate for
accomplishing specific goals
A good administratorsellhis ideas to his subordnates in a
democratic manner
STAGE 1 STUDY CAREFULLY THE EXISTING
SITUATION
.
An intelligent administrator always studies his
environment to see what is going wrong and what is being
done right.
He must be acquainted with the situation, be in a position
to detect problems or difficulties which require decisions
to be made
STAGE 2 RECOGNISE AND DEFINE THE PROBLEM
All decision making begins with the identification of the
problem in the organisation

STAGE 3 EXAMINE THE DETAILED MAKE UP OF THE

PROBLEMIN THE EXISTING SITUATION
The intelligent administrator has to clarify the problem
STAGE 4 DECIDE ON THE CRITERIA FOR RESOLVING
THE PROBLEM
We have finished the describing, analysing and specifying
the problem then as decision makers we must decide on
what constitutes an acceptable resolution.
STAGE 5 DEVELOP A PLAN FOR ACTION
This stage is to identify the alternative methods available
of tackling the problem evaluating the costs and
consequences
POWER AND AUTHORITY
- Power is often equated with authority.
Authority is an important dimension of any office and is
necessary for achieving assigned tasks
POWER
A form of raw energy that enables a person to carry out
his/her own will despite the protestations of others
Power includes that is rigidly or starkly or coercive as well
as controllthat is based on non threatning persuation and
suggestion
WHY DO PEOPLE SEEK POWER?
Power is sought to control the decision making process in
organisation
AUTHORITY: Is the power to make decisions which
guide the actions of another.
The relationship between two individuals one superior,
and the other subordinate
- The superior frames and transmits decision with the
expectation that they will be accepted by the subordinate
- Subordinate to expect such decisions and his conduct is
determined by them.
DELEGATION
THE MEANING OF DELEGATION
1. Giving part of yuor work to your subordnates

2. Giving the subordinate the necessary authority to carry

out the work.
3. Setting up control mechanisim to ensurethat work is
being done according to predetermined sta00ndards.
4. The accoutabilityof the superior to his own boss cannot
deligate to the subordinate.
BENEFITS OF DELEGATION
1. Enables real decentralisayion by increasing the levels
which decisions are made.
2. Helps in job enlargement ie enlarging the scope of
responsibilities.
3. Helps in avoiding autocrats with the church
organization.
4. Reduces inciespensability
HOW TO DELEGATE
Delegation always implies taking calculatedrisks but
can be minimised by adjustingthe delegation to the
capacity of an individual
METHODS OF DELEGATION- FORMAL/INFORMAL
IMPLIED.
THE FORMAL-Detailed written instructions are issued
outlining the scope of the delegated work.
THE INFORMAL It requires a greater
understanding between the superior and the
subordinate
-It is done orally and is therefore swift.