Introduction

Performance of a function or service by an individual is called duty or the activities that an individual is required to perform are a duty on him. He is answerable for the work he had done. Authority is a right of power required to perform a job on the basis of duty assigned to one. An authorised person is empowered to do the assigned job and take a decision. Power means an ability to do things or get things done by others. Delegation means assigning work to others and giving them authority to do it.

The Board of Directors or the partners or the sole trader possesses all the power or authority to run the firm concerned. If the top management goes for doing the works of the concern, it becomes difficult for it to conduct the business, because of lack of time. Therefore, the work is divided and entrusted to persons who are appointed to look after it. When persons have been appointed to do a particular job, it can be said that a duty has been assigned to them. The assignment of duty is not complete unless authority has also been given to them. Therefore, assignment of duty is followed by authority. When the authority is passed on to the employees, there is a transfer of power to the sub-ordinates; i.e., delegation of powers. Delegation of required authority to the sub-ordinates is necessary to discharge their assigned duty. Delegation of authority is made on the basis of duty one does. When one is delegated the authority, it means permission is given to do the duties. To be short it can be defined that authority is power to command others to do an act in a manner desired. When authority is conferred on a person, he knows the responsibility. If authority is not delegated, the assigned duty will not be done by the entrusted person, because he has no authority. It may also happen that sometimes he assumes authority and does the job. In both the cases the position becomes bad. Therefore, responsibility must always be followed by corresponding authority or power.

The difference between authority and responsibility is that they move in opposite directions. Authority always moves from the top downward, whereas responsibility moves upward. Authority is derived from supervisors, to whom the employee is responsible for the proper performance of his work. An executive working in a particular position cannot transfer to his sub-ordinates greater power than he himself possesses. One can transfer what one possesses. Sometimes, the subordinates may not be willing to accept the orders from the supervisors., and then the delegation of authority has no meaning.

Meaning

If all organisational activities, strategic and routine, could be managed by one person, the need for formal organisation structure with different functional departments. Staffed with people of different functional departments, staffed with people of different calibre, carrying out different activities would not arise. Since it is not possible, because of physical and mental limitations, for any person to perform all activities with respect to all functional areas, it becomes essential that he gives part of his work load to subordinates along with authority to carry out the assigned task Delegation and decentralization are very important tasks in modern management, "Delegate and get the things done" is the essence of modern management. "Delegate and things will be done" is also another principle of management.

According to Louis A. Allen, "Delegation is the dynamics of management". It is the process a manager follows in dividing the work assigned to him and entrusting work to his subordinates, so that they perform it as he would do it himself. Delegation refers to the entrustment of responsibility and authority to another and the creation of accountability for performance. It also refers to conferring authority to another, usually a subordinate.

A manager in an enterprise cannot himself do all the tasks necessary for the accomplishment of group goals. His capacity to do work and to take decisions are limited. He, therefore, assigns some part of his work to his subordinates and also give them necessary authority to make decisions within the area of their assigned duties. This downward pushing of authority to make decisions is known as delegation of authority. According to L.A. Allen, "If the manager requires his subordinate to perform the work, he must entrust him with part of the rights and powers which he otherwise would have to exercise himself to get that work done." By delegating authority the manager does not surrender his authority.

What should be delegated?

According to Louis A. Allen, "A manager cannot effectively delegate responsibility and authority for initiating and making final decisions for planning, organising, coordinating, motivating and controlling the activities and positions that report to him". Preparing various types of plans: single use or multiple use, strategic plans, policies, procedures rules, etc. cannot be delegated to subordinates. These are the activities of supreme importance for the organisation and managers cannot delegate them to subordinates.

The kind of people to be recruited, selected trained, placed on different jobs, the kind of leadership style to be adopted, the measures of reward or coercion used as motivational factors are the important business decisions that cannot be delegated to subordinates. With reference to overall plans and objectives of the organisation, the important managerial functions of planning, organising, staffing, directing and controlling are looked after by managers themselves and routine activities with respect to each functional area of production, finance personnel and marketing should be delegated to subordinates. Once decided, the routine matters of accepting applications, returning excess money and issuing share certificates, etc. can be delegated to lower level managers.

Definitions

According to 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 organisational placement, can perform effectively and so that he can get others to help him with what remains."

According to G.R. Terry, "to delegate means to grant or confer, and delegation means conferring authority from one executive or organisational unit to another in order to accomplish particular assignment".

"Delegation means the passing on to others of a share in the essential elements of the management process a share, that is to say, in the judgement / decision for determining specific objectives, plans and targets for directing given operations, and in the command/control of the activities of the persons performing those operations." ― Brech.

"Delegation is the process where an individual or group transfer to some other individual organs the duty of carrying out some particular action and, at the same time, taking some particular decision." Mills and Standingfbord. 

If concern is a medium or large one, it becomes difficult for the office manager to do the works of the organisation. When he feels the lack of time to do a particular job within a specified time, he entrusts the work to his sub-ordinates. Now the sub-ordinates have the delegation of authority in doing the entrusted work. If the office manager divides the works among his sub-ordinates, he gets time to look after his managerial functions, which are more important to him.

In business concerns, the source of authority originates from the top of the firm; and the authority part by part, is delegated to the following persons-directors, secretary, managers, etc. and further from these persons delegation of authority is transmitted to various sub-ordinates.

Delegation of authority shares the managerial work and operating work between a manager and his-subordinates. At the top of concern the scope of authority is wider and as it passes to the subordinates, the scope of authority becomes narrower.

Features Of Delegation

The above definitions reveal the following features of delegation of authority: 

1. Delegation of power can be exercised by higher authority only. 

2. Delegation may be "downward, upward and lateral". 

3. Delegation does not mean the transfer of final authority.

4. Delegation does not involve any kind of surrender of power. 

5. 'Delegated power' can be revoked at any time.

6. A person can delegate authority only when he himself has the authority.

7. Delegation does not imply reduction in the authority of the superior. 

8. Delegation never means abdication of responsibility.

9. Delegation implies the inhabitation of the delegation of power in the delegated authority.

Importance of Delegation

The importance of delegation are as follows, in brief:

1. Managers and supervisors at all levels can lessen their burden by delegating authorities to subordinates.

2. Ability of subordinates increases as they are given more responsibility. 

3. Delegation of authority reduces the work-load. Hence work is done very quickly and efficiently.

4. Delegation is the means by which a manager can get results through others. 

5. Delegation provides a feeling of status and importance to subordinates.

6. Delegation helps to improve the quality of personnel at lower levels.

Advantages Of Delegation

The main advantages of delegation are as follows:

1. Reduction of Workload

Managers and supervisors at all levels can lessen their burden by delegating authority to subordinates. It enables them to assign the routine matters to subordinates. Managers can concentrate on important policy matters.

2. Tool of Training

Delegation of authority and responsibility allows subordinates to increase their ability. By delegating routine jobs and more challenging projects, subordinates can expand their skills and knowledge.

3. Specialisation

Through delegation, an executive can assign jobs to his subordinates according to their abilities and experience. Thus the benefits of division of work is obtained.

4. Job Satisfaction

Delegation provides job satisfaction to subordinates and motivates them to perform better when they achieve the delegated standards of performance.

5. Motivation

Delegation provides a feeling of status and importance to subordinates. Their independence and job satisfaction increases due to the authority they enjoy. Thus delegation promotes a sense of initiative and responsibility among employees. Delegation increases interaction of managers with their subordinates and promotes healthy relationships among them.

6. Faster Decisions

When authority is delegated, lower level employees can take decisions quickly without approaching executives. Subordinates have the authority to do a job assigned to them without going to the supervisors every time, when they face a problem.

7. Development of Business

Delegation of authority prepares executives for the future. This enables the organisation to face future challenges effectively. The business can afford to implement growth plans as managerial talent is available.

The delegation of authority may be done in the following manner.

1. The duty of a sub-ordinate should be defined clearly by the supervisor (duty list) and must be understood by the former.

2. Secondly, necessary authority may also be conferred upon him corresponding to the duty list, so that he knows his accountability and responsibility to the superiors.

3. Thirdly, though a manager may delegate certain authority on his sub-ordinates to perform certain acts, still he is responsible to his superiors i.e., the manager cannot delegate his responsibility, but work can be assigned to his sub-ordinates. Therefore, in the initial stages, counter check by the assigning officer prevents unpleasant results.

The delegation of authority means fixing up of responsibility on the sub-ordinates by the superiors. Sub-ordinates cannot disown the responsibility. If a sub-ordinate neglects the responsibility after the delegation of authority, he is doing so at the cost of his job. The assigning officer has the authority to remove him from service.

The three components of delegation are Responsibility, Authority and Accountability. Each component depends on the others. They are equally important, interrelated and interdependent, and the three are inseparable features of process of delegation. 

a. Responsibility

The work or duty of the sub-ordinates in the organisation is called responsibility. Responsibility is expressed in terms of functions, when a person is asked to control the working of a machine. Responsibility is expressed in terms of objectives, when a person is to produce a particular piece of product.

A manager assigns a certain function, work or duty to his sub-ordinate for performance. This is termed as assignment or responsibility.

Allen states, "Responsibility is the work assigned to a position. Responsibility refers to the mental and physical activities which must be performed to carry out a task or duty." Donnell states, "Responsibility may be defined as the obligation of a sub-ordinate, to whom duty has been assigned to perform the duty."

Davis states, "Responsibility is the obligation of an individual to perform assigned duties to the best of his ability under the direction of his executive leader,"

b. Authority

It means the powers and rights entrusted to a person to supervise the performance of work delegated. A manager grants authority i.e., rights and powers to be exercised by the sub-ordinate.

It is the right to perform certain assigned work or duties. The supervisor should delegate sufficient authority to do the assigned work.

Mooney stated, “Co-ordination is the all inclusive principle of organisation and finds its foundation in authority, the supreme co-ordinating power."

According to Simon, "Authority may be defined as the power to make decisions which guide the actions of another. It is a relationship between two individuals, one superior and the other sub-ordinate. The superior frames and transmits the decisions with the expectation that these will be accepted by the sub-ordinate. The sub-ordinate executes such decisions and his conduct is determined by them."

According to George R Terry, "Authority is the official and legal right to command action by others and to enforce compliance. Compliance is obtained in a number of ways through persuation, sanctions, requests, coercion, constraint or force."

c. Accountability

It is an obligation to account for and report upon the discharge of responsibility, or use of authority. Accountability is the liability created for the use of authority. It is the answerability for performance of the assigned duties. Authority flows downwards whereas accountability flows upwards.

Process Of Delegation 

Delegation process involves the following steps:

1. Assignment of Work

The supervisor asks his subordinate to perform a particular task in a given period of time. It is the description of role assigned to the subordinate. Duties in terms of functions or tasks to be performed constitute the basis of delegation process.

2. Grant of Authority

The granting of authority is the second element of the delegation. The delegator grants authority to the subordinate so that the assigned task is accomplished. The delegation of work without authority is meaningless. The subordinate can only accomplish the work when he has authority required for completing that task. Authority is derived from responsibility.

3. Creating of Accountability

Accountability is the obligation to a subordinate to perform the duties assigned to him. The delegation creates an obligation on the subordinate to accomplish the task assigned to him by the superior. When a work is asigned and authority is delegated then the accountability is the by-product of this process. The authority is transferred so that a particular work is completed as desired. This means that delegator has to ensure the completion of assigned work. Authority flows downward whereas accountability flows upward.

Authority is delegated, responsibility is assumed and accountability is imposed. Responsibility is derived from authority and accountability is derived from responsibility. Authority is the medium for creating responsibility and for imposing accountability.

Principles Of Delegation 

Delegation of authority cannot be effective unless certain principles are followed in practice. While delegating authority, a manager may observe the following principles:

1. Functional Definition

Before delegating authority, the duties of the subordinates should be defined in clear and precise terms. Every subordinate must fully understand the nature and significance of his job, its relationship with other jobs and the limits of his authority.

2. Delegate by Results expected

Managers should first determine the objective of delegation, that is, what they want their subordinates to do and then delegate the tasks along with authority to them. This process involves first formulating a plan and then getting things done through the people in the organisation.

3. Parity between Authority and Responsibility

Authority without responsibility and responsibility without authority have no meaning. Authority and responsibility should be co-extensive. There should be no disparity between the authority granted to a subordinate and the responsibility imposed on him.

4. Unity of Command

There is one of the common principles of organisation advocated by Henry Fayol which stresses that subordinates should have only one boss to whom he should be accountable, to avoid confusion and friction.

5. Absoluteness of Responsibility

Responsibility cannot be delegated. No manager can avoid his responsibility by delegating his authority to sub-ordinates. Similarly, the subordinates remain accountable to their superior for the performance of assigned duties.

6. Well-defined Limits of Authority

Managers cannot delegate what they are themselves not authorised to do. For instance, if a manager does not have authority to raise funds from the open market without permission of top managers, he cannot delegate this task to his subordinates.

7. Maintain Adequate Communication

There should be free and continuous flow of information between the superior and the subordinates with a view to furnish the subordinate with relevant information to help him to make decisions and also to interpret properly the authority delegated to him.

8. Establish a Climate of Confidence

The subordinate to whom authority delegated must generally feel free from fear and have a feeling of confidence that delegation will not result in punishment but is an opportunity for his own self-development and growth.

Guidelines for effective delegation 

Barriers to delegation can be over come through the following measures:

1. Define the objectives in clear terms.

2. Adhere to the principles of delegation.

3. Select proper persons for delegation.

4. Motivate subordinates through various incentives.

5. Develop confidence in subordinates.

6. Assign authority proportionate to task.

7. Train the subordinates properly.

8. Determine the tasks to be delegated.

9. Create a climate of mutual trust and goodwill.

10. An effective system of communication should be developed.

11. Let there be no overlaps or slips in delegation.

12. Establish a good work climate free from fear.

13. Delegate sufficient authority to perform the job. 

14. Provide all possible assistance.

15. Establish proper control and conduct regular reviews.

16. Evaluate the final results.

Types Of Delegation 

The following are the types of delegation:

1. General and Specific Delegations

General Delegation

The subordinate is granted authority to perform all the functions in his department. However, the subordinate exercises this authority under the overall guidance and control of the supervisor.

Specific Delegation

A person is given authority regarding specific function. For instance, a sales-man may be given authority to collect payments from debtors.

2. Formal and Informal Delegations

Formal Delegation

When authority is delegated as per the organisation structure, it is called formal delegation. Such delegation is effective because it leaves no option to the subordinate but to obey the commands of the superior.

Informal Delegation

Informal delegation takes place when an individual or a group agrees to work under the direction of an informal leader. Need for informal delegation arises due to procedural delays and red tape.

3. Written and Oral Delegations

Delegation made by written orders and instructions is known as written delegation. Unwritten or oral delegation is based on custom and conventions.

4. Downward and Sideward Delegations

Downward delegation occurs when a superior assigns duties and grants authority to his subordinate. This is the most common type of delegation.

Sideward delegation takes place when a subordinate assigns some of his duties and authority to another subordinate of the same rank.

Weaknesses / Obstacles Of Delegation 

In spite of the advantages, many managers are found unwilling to delegate authority and many subordinates are found unwilling to accept it. The reasons for this unwillingness may be grouped into three categories:

1. Superior (Delegator)

2. Subordinate

3. Organisation

1. On the part of Supervisor (Delegator)

A superior may not delegate authority because of the following reasons: 

a. "I can do it better myself" fallacy obstructs delegation of authority.

b. Lack of ability of the manager to plan correctly and issue suitable directions. 

c. A manager may be afraid of their subordinates outshining them and proving more efficient. 

d. Some managers hesitate to delegate authority to their subordinates because they doubt their ability.

e. Lack of confidence in the capacity and ability of the subordinates obstructs to delegate authority.

f. Where the manager does not set up adequate controls, he may hesitate to delegate the authority.

g. Some managers may not delegate authority because of their lure for authority. They desire that subordinates should come frequently and to dominate the whole show.

h. When a manager is incompetent, his working methods and procedures are likely to be faulty. He keeps all the authorities to himself. They do not delegate authority. He is afraid of losing his importance, when delegation is made.

2. On the part of Subordinates

Subordinates may be reluctant to accept authority because of the following reasons: 

a. Lack of self-confidence. 

b. Desire to play safe by depending on the boss for all decisions.

c. Fear of committing mistakes and being criticised by the boss.

d. Lack of incentives

e. Over-burdened with work.

3. On the part of the Organisation

Delegation may be hampered due to weaknesses in the organisation structure. A few such weaknesses are given below:

1. Inadequate planning

2. Defective organisation structure

3. Lack of unity of command

4. Absence of effective control techniques

5. Non-availability of competent managers.

6. Unclear authority relationships.

Need for Delegation 

Delegation is essential in modern management practice to accomplish effective results. It has become important because of the following reasons:

1. Limitations of one's ability and time.

However capable an individual might be, he has limited energy and time. Therefore, delegation of authority alongwith workload are assinged at different workers.

2. Technological Needs

Modern organisations need the services of different specialists and technicians. One man cannot be expert in different fields of activities. Thus delegation becomes essential.

3. Tendency to diversify and decentralize Organisation

A modern large-scale business has a tendency to diversify and decentralize its activities. Delegation of authority to the branch managers can make diversified and decentralised branches function effectively.

4. Employees Motivation

More and more interest and enthusiasm can be introduced through delegation to the workers, so that they can feel that they are also participating in the decision-making.

5. Managerial development

Delegation, by providing sufficient opportunity for the workers to take decisions and to accept more and more responsibility, can create new generation managers.

6. Management by exception

Modern managers manage by exception. Delegation will relieve the botheration of managers in attending routine decisions, which others can attend to efficiently.