effective delegation

INTRODUCTION Delegation is the assignment of responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core concepts of management leadership. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration and confusion to all the involved parties.[ Some agents however do not favour a delegation and consider the power of making a decision rather burdensome. THE PRINCIPLES OF DELEGATION They are as follows: - 1. Principle of result excepted- suggests that every manager before delegating the powers to the subordinate should be able to clearly define the goals as well as results expected from them. The goals and targets should be completely and clearly defined and the standards of performance should also be notified clearly. For example, a marketing manager explains the salesmen regarding the units of sale to take place in a particular day, say ten units a day have to be the target sales. While a marketing manger provides these guidelines of sales, mentioning the target sales is very important so that the salesman can perform his duty efficiently with a clear set of mind. 2. Principle of Parity of Authority and Responsibility- According to this principle, the manager should keep a balance between authority and responsibility. Both of them should go hand in hand. According to this principle, if a subordinate is given a responsibility to perform a task, then at the same time he should be given enough independence and power to carry out that task effectively. This principle also does not provide excessive authority to the subordinate which at times can be misused by him. The authority should be given in such a way which matches the task given to him. Therefore, there should be no degree of disparity between the two. 3. Principle of absolute responsibility- This says that the authority can be delegated but responsibility cannot be delegated by managers to his subordinates which means responsibility is fixed. The manager at every level, no matter what is his authority, is always responsible to his superior for carrying out his task by delegating the powers. It does not means that he can escape from his responsibility. He will always remain responsible till the completion of task. 4. Principle of Authority level- This principle suggests that a manager should exercise his authority within the jurisdiction / framework given. The manager should be forced to consult their superiors with those matters of which the authority is not given that means before a manager takes any important decision, he should make sure that he has the authority to do that on the other hand, subordinate should also not frequently go with regards to their complaints as well as suggestions to their superior if they are not asked to do. This principle emphasizes on the degree of authority and the level upto which it has to be maintained. PRINCIPLES OF EFFECTIVE DELEGATION. When you begin to think of yourself as a successful leader, you realize that there are more demands on your time than you can possibly fill. This is a common problem faced by many leaders. The solution to this challenge is developing a process of effective delegation. However, delegation is an important tool that many leaders hesitate to use, and it has been the downfall of many leaders. The biggest barrier to delegation is overcoming the attitude that you must do it all! It becomes a leader's curse when you adhere to the adage, "If you want something done right, do it yourself." Delegation is very different from simply assigning someone a task or project that falls into his or her established job description or requirements. When you delegate, you give someone else one of your job tasks to complete with the authority and control to complete it properly. Delegation is not abdication. You share accountability for the assignment, which is why checkpoints are established to monitor overall progress. Just as the outcomes of your entire department are your responsibility, you are also responsible for the ultimate success of the delegation process. When delegation is done properly and for the right reasons, it helps foster a climate of trust and creates growth opportunities for your employees. Here are five principles that can help you create an effective delegation process. 1. Determine what you will delegate. Effective delegation begins with defining your responsibilities. Write down all of your activities and responsibilities. Review your master list and categorize all of the items into two secondary lists: things you alone must do and things that others could do or help you complete. Anything that falls into the second list presents an opportunity for delegation. 2. Choose the right person to delegate the task to. Andrew Carnegie said, "The secret to success lies not in doing your own work, but in recognizing the right person to do it." The key to finding the right person to delegate an assignment to is matching skills and attitude to the task at hand. 3. Clarify the desired results. When the results are clear, it allows the employee to use his or her own creativity and resources to accomplish the task. An added benefit of effective delegation is the individual may find a better and more effective way to accomplish the task or achieve the desired results. 4. Clearly define the employee's responsibility and authority as it relates to the delegated task. Clearly communicate the expectation, responsibilities, and timeline. Be sure to ask the employee to share his or her understanding. 5. Establish a follow up meeting or touch points. The follow up meetings should be focused on two things-monitoring progress and determining the need for assistance. The number of follow up meetings will vary based on the scope of the task or project and whether the employee is new or a long term member of the department. CATEGORIES OF DELEGATION 1) Specific: this is the type of delegations related to particular jobs or areas of responsibility. 2) General: this extends over a board area such as assisting in the general management of personnel production. 3) Verbal: delegation could be given by word of mouth 4) Written: this is where duties and authorities are laid down in written words i.e. in black and white. PRINCIPLES FOR EFFECTIVE DELEGATION 1. Clearly articulate the desired outcome. 2. Lines of authority, responsibility and accountability for each position should be clearly defined. 3. Create room for constant communication and reasonable monitoring. 4. Focus more on results rather than style. 5. Delegation should be properly planned and systematic. 6. Match the amount of responsibility with the amount of authority. 7. Reporting system should be established with those to whom the authority has been delegated. 8. Policies, regulations and procedures should be well defined as to give no misunderstanding to the employees using discretionary powers. BENEFITS OF DELEGATION OF AUTHORITY Effective delegation can benefit the manager, the employee, and the organization. Benefit to the Manager: 1. It helps the manager to devote his time and energy to more important aspect of the work. 2. It relieves the manager to focus on managerial tasks such as planning and control. 3. Managers benefit from the development of the subordinate‟s skills. Benefit to the Employee: 1. Opportunity for self-development: It helps to build up the subordinates, trains them in the act of sharing responsibility which is possible only through delegation. 2. It improves employee morale: It motivates and builds morale, employees find it gratifying when their managers delegate to them. It is a sign that they are valued and trusted workers and that their managers believes them capable of greeter success. 3. Development of skills: It encourages and simulates creativity 4. It leads to motivation of subordinates 5. Delegation acts as a training ground for management development. It gives opportunity to subordinates to learn, to grow and to develop new qualities and skills Benefit to the Organization: Delegation acts as a training ground for management development. It gives opportunity to subordinates to learn, to grow and to develop new qualities and skills 1. Delegation provides the necessary flexibility to the otherwise rigid procedures. It helps to adjust procedures according to the needs to situation thus facilitating efficiency and quick actions. 2. Delegation develops team spirit. Due to delegation, effective communication develops between the superiors and subordinates. This brings better relations and team spirit among the superiors and subordinates. 3. Delegation can improve quality of work by allowing the employees who have direct knowledge and interaction with clients to make decisions and complete tasks. 4. Quality can also improve through enhanced employee motivation. Employees may do a better job because they feel a personal accountability for the outcome, even though responsibility ultimately rests with the individual who made the delegation. 5. Delegation helps maintain cordial relationships. The superiors trust subordinates and give them necessary authority. The subordinates accept their accountability and this develops cordial superior-subordinate relationships. LIMITATIONS OF DELEGATION OF AUTHORITY Managers‟ lack of required competencies necessary to delegate effectively choosing the wrong tasks to delegate, the wrong subordinate to trust, or they may provide inadequate direction to the subordinate when delegating. 1. Improper delegation can cause a host of problems, primary of which is an incorrectly completed task, which may hurt the overall productivity of the organization. 2. General financial supervision and the power to sanction expenditure above a specified amount 3. Power to sanction new policies and plans and departures from established policy GENERAL STEPS IN DELEGATION OF AUTHORITY To achieve effective delegation, the manager has to perform the following steps: 1) Assignment of duties - The manager must first define the task and duties to the subordinate then he defines the result expected from the subordinates. 2) Granting of authority every subordinate should be given enough independence to deliver on the task given to him by the superior. 3) Creating Responsibility and accountability Subordinate is expected to carry out his duties to the best of his/her ability as per the directions of his superior. PRACTICAL STEPS TO DELEGATING OF AUTHORITY Below is a step by step action expected to be taken for effective delegation of authority: 1) Define the tasks 2) Select the individual or team 3) Assess ability and training needs 4) Explain the reasons 5) State required results 6) Consider resources require 7) Agree deadlines 8) Support and communicate 9) Create mechanisms for feedback on results. CONCLUSION Once you have created a solid process for delegation, stick to it, and avoid reverse delegation. At times, a team member may try to dump the delegated task back to you, and you may feel tempted to take it back especially if he or she seems to be struggling. Helping him or her stretch outside his or her comfort zone is all part of a positive growth and development. Use the scheduled follow up meetings to manage the delegation process, provide encouragement, and monitor the results REFERENCES 12 Rules of Delegation - Retrieved December 17, 2009 Angst, Lukas and Karol J. Borowiecki (2013) Delegation and Motivation, Theory and Decision, forthcoming A mechanism for identity delegation at authentication level, N Ahmed, C Jensen - Identity and Privacy in the Internet Age - Springer 2009. Fabrizio Gilardi, "The same, but different. Central banks, regulatory agencies, and the politics of delegation to independent authorities" Giandomenico Majone, "Two Logics of Delegation: Agency and Fiduciary Relations in EU Governance" European Union Politics.2001; 2: 103-122 Kathleen Mcnamara, "Rational Fictions: Central Bank Independence and the Social Logic of Delegation" West European Politics, 25 (1) Andrew Moravcsik, "The Choice for Europe"