IS FAILURE IN EFFECTIVE DELEGATION

OFTEN DUE TO PERSONAL ATTITUDE?

DELEGATION OF AUTHORITY

Delegation of authority is one vital organizational process. It is inevitable along with

the surrender of authority by the higher level manager. It only means transfer of
certain expansion and growth of a business enterprise. along Delegatin omeans
assigning of certain responsibilities with the necessary authority by a superior to
his subordinate managers. Delegation does not mean responsibilities to
subordinates and giving them the necessary authority, which is necessary to
discharge the responsibility properly. Delegation is quite common in all aspects of
life including business. Even in the college, the principal delegates some of his
authority to the vice-principal.
Delegation is not a process of abdication. The person who delegates does not
divorce himself from the responsibility and authority with which he is entrusted.
He remains accountable for the overall performance and also for the performance
of his subordinates. Delegation is needed when the volume of work to be done is
in excess of an individual's physical and mental capacity.

DEFINATIONS
i.

According to F.C Moore, "Delegation means assigning work

to the others and giving them authority to do so.

ii.

According to O. S. Miner, "Delegation takes place when one

person gives another the right to perform work on his behalf
and in his name and the second person accepts a
corresponding duty or obligation to do that is required of him.

iii.

According to Louis Allen, "Delegation is the dynamics of

management, it is the process a manager follows in dividing
the work assigned to him so that he performs that part which
only he, because of his unique organizational placement, can
perform effectively, and so that he can get others to help him
with what remains."

ELEMENTS
Assignments of duties to subordinates.
Granting the authority to enable the

subordinates to perform the duties assigned.

Creation of obligation on the part of
subordinate to perform duties in an orderly
manner.

OBJECTIVES
o To reduce the excessive burdens on the superiors i.e

executives & managers functioning at different levels.

o To provide opportunities of growth & self
development to junior executives.
o To create a team of experience & matured managers
for the organisation. It act as a technique of
management & human resource development.
o To improve individual as well as overall efficency of
an organisation.

PROCESS OF DELEGATION OF
AUTHORITY

ADVANTAGES OF DELEGATION
OF AUTHORITY
Relieves manager for more challenging jobs.
Leads to motivation of subordinates.
Facilitates efficency & quick actions.
Improves employee morale.
Develops team spirit.
Maintains cordial relationships.
Facilitates management development.

PRINCIPLES
Knowledge of Objectives.
Parity of Authority & Responsibility.
Unity of Command.
The Scalar Principle.
Clarity of Delegation.
Absoluteness of Responsibility.
Use of Exception Principle.
Completeness of Delegation.
Effective Communication Support System.
Reward for effective delegation.

BARRIERS ON THE PART OF

MANAGERS
Unwillingness of the Manager to Delegate

Authority.
Fear of Competition.
Lack of Confidence in Subordinates.
Lack of Ability to Direct.
Absence of Controls that Warn of coming
troubles.
Conservative & Cautious Temperament of the
Manager.
Desire to Dominate Subordinates.

EXAMPLES

BARRIERS ON THE PART OF

SUBORDINATES
To much Dependence on Manager for Decision.
Fear of Criticism.
Lack of Information.
Absence of Positive Incentives.
Absence of Self-Confidence.
Difficulty in Decision-Making.
Poor Superior-Subordinates Relations.
Undue interference of Superior.
Fear of being Exposed.

EXAMPLES

DIFFERENCE IN PERSONAL
ATTITUDES (COMMUNICATION
EFFECTIVELY)
EFFECTIVE
Encourages others to
share their views, takes
time to understand &
consider these views.
Keeps others informed
of key & relevant
issues.
Speaks & writes clearly,
in a structured, logical &
credible way.

INEFFECTIVE
Interrupts & confronts
others rather than to
understand their views
does not listen actively.
Does not share useful
information with others.
Lacks coherence in

structure & overlooks

key points; uses
unsuitable terminology.

INTERACTING WITH OTHERS

EFFECTIVE
Works well with people
of different
cultures,gender or
background.
Considers issues from

perspective of others.

Identifies conflicts early

& facilitates their

resolution.

INEFFECTIVE
Makes judgments & find
it difficult to work with
people of different
cultures , gender &
background.
Is unwilling to view
issues from the
perspective of others
Avoids dealing in
conflicts in which one is
involved.

PROMOTING INNOVATIONS &

LEARNING
EFFECTIVE
Promotes change &
innovation for continuous
improvement.

INEFFECTIVE
Is strongly resistant to
change & prefers to maintain
the status quo.

Encourages a sense of

Maintains a culture of

responsibility & seeks to

empower subordinates.
Creates opportunities for

learning & professional

development.

bureaucracy & hierarchical

power within the
organization.
Does little to promote
learning & professional
development.

SHOWING TEAM SPIRIT

EFFECTIVE
Collaborates with colleagues
to achieve results.

Supports & acts in

accordance with team

decision.
Shares knowledge,

information & expertise with

the team.

INEFFECTIVE
Seems more focused on
achieving personal goals,
without considering or
contributing to the teams
objectives.
Does not accept the teams
decision & keep on doing
things differently.
Does not share knowledge,

information or experience
with the team.

CHARACTERISTICS OF
INEFFECTIVE TEAM
Conformity & Mind

Protection.
Low Tolerance for
Diversity.
Lack of Management
Support.
Team members who
lack commitment to the
goal.
Lack of Openness &
Trust.

CONCLUSION

Thus, We Agree that Personal attitude is an hindrance

to effective delegation as it lacks team work,
leadership which effects growth of organization.

THANK YOU