Delegation of Authority / Method to make Delegation of Authority Effective
Meaning of Delegation of Authority
Louis A. Allen has defined delegation of authority in the following words, “Delegation is the dynamics of management, it is the process a manager follows in dividing the work assigned to him so that he performs the part which only he, because of his unique organisational placement, can perform and so that he can effectively get others to help him with what remains.”
Delegation of authority means the assignment of work to others and granting them the requisite authority to accomplish the job assigned. It enables the managers to distribute their load of work to others and concentrate on more important functions which they can perform better because of their position in the organisation. Delegation is the ability of a manager to share his burden with others. How can he best share his burden? Firstly, he must entrust to others the performance of a part of the work he would otherwise have to do himself; secondly, he must provide a means of checking up the work that is done for him to ensure that it is done as he wishes.
Principles of Delegation of Authority Or Method to make Delegation of Authority Effective
Delegation of authority can be made effective by adhering to the principles of delegation. The additional hints for making delegation effective are as follows:
1. Proper Planning: Before delegating, an executive should define clearly and precisely the objectives to be achieved by the delegation of authority and responsibility. The jobs should be designed clearly to achieve these objectives. The subordinates must understand clearly what activities they must undertake and what results they must show. this will enable them to know by what standards their performance will be judged.
2. Parity of Authority and Responsibility: Authority and responsibility should bear logical relation to each other. So much authority should be granted which is sufficient to fulfill the responsibility. This parity is not mathematical, but rather coextensive because both relate to the same assignment. Authority can never be delegated equal to responsibility as both are different things. Responsibility is the work assigned to a position and is related to objectives, where as authority is related to the rights given to perform the work assigned. There is no common denominator for measuring equality between these. However, authority should be delegated commensurate with responsibility. For instance, if a manager tries to hold subordinates accountable for duties for which they do not have the requisite authority, it will be unfair. It is also not proper if the subordinates are given sufficient authority, but are not held accountable for its proper use.
3. Clarification of Limits of Authority: Limits of authority must be clarified to the subordinates so that they may not assume more authority than desired. Clear limits of authority will allow subordinates to exercise initiative, develop themselves through freedom of action and to know their area of operation. This will also avoid misuse of authority.
4. Effective Communication: There should be free flow of information and ideas between a superior and his subordinates. Two way communication system is essential so that the superior can give clear and precise instructions. and the subordinate can seek the necessary clarifications and guidance. Accurate and timely information should be made available to the executives to enable them to remove obstacles in effectively carrying out the responsibilities by the subordinates..
5. Absoluteness of Accountability: Since accountability, being an obligation owed, cannot be delegated, no superior can escape accountability for the activities of his subordinates, for it is the superior who has delegated authority and assigned duties. The superior cannot pass on his obligation to account for to his boss to the subordinates along with his authority. Likewise, the accountability of the subordinates to their superior for the performance of assigned tasks is absolute.
6. Unity of Command: This principle states accountability is unitary. Each person should be accountable only to one superior for delegated authority as he cannot serve two masters well. If a person reports to two superiors for the same duty, confusion and friction will result. He will find himself frequently receiving conflicting instruction. When this is the case, his only hope is either to get his two bosses or to run the risk of displeasing either or both. Therefore, as far as possible, dual subordination should be avoided.
