Delegation
(Ken Shah & Prof. Param J. Shah)
WHAT IS DELEGATION ?
It is not possible for a single person to handle all the tasks in an enterprise. Moreover, the task of the manager is not to do all the work on his own but to get the work done by other members in the organization. For accomplishing the group purposes, delegation is necessary. Besides, there is a limit to the number of persons, a manager can supervise. Once this limit is crossed, authority needs to be delegated to the subordinates.
Authority gets delegated when a superior gives a subordinate, the discretion to make decisions. A superior can delegate only that authority, which he has and cannot delegate the one be does not have. The important decision for a manager is to decide when to perform them on his own. To determine when delegation is most appropriate, the managers should ask five basic questions:
- Do the subordinates have the necessary information and expertise to perform the task ?
- Are the subordinates committed for successful implementation of the final decision ?
- Will the capabilities and interest of the subordinates be expanded by this delegation ?
- Do the subordinates share with management the same set of common values and perspectives ?
- Is there sufficient time to do an effective job of delegation ?
If any of these questions remain unanswered, the probability is greater that the delegation will not be effective. More time will be required, lower quality will result, more frustration will be experienced and less empowerment will occur.
THE ART CALLED “DELEGATION”
The failure of delegation occurs not because managers do not understand how effective delegation can be done but because they are unwilling to apply the principles for the fear of loosing their importance. The studies of managerial failures reveal poor and inept delegation. The root cause Lies in the personal bias of the managers.
Receptiveness :
Delegation involves decision making and decision making always involves use of discretion and foresightedness. Managers fear that their subordinates decision may not be exactly the type the superior would have made. Besides, it involves the willingness to give a chance to the ideas of other people. The manager should be able to welcome the ideas of others as well as be able to compliment them for the good work done.
Readiness to delegate :
People who gradually move up the executive ladder in the organization tend to keep on taking the decisions for the positions they have already left. This is sheer waste of time and effort on the part of a manager because the same time can be devoted for far more important decisions. Managers need to concentrate on tasks that contribute most to the firm’s objectives and the other non-important tasks can be delegated.
Allowing others to make mistakes :
A responsible manager usually keeps on eye on the activities of the subordinates and does not allow such mistakes, which would endanger either the company or the position of the subordinate in the company. Yet, it is true that people learn from their mistakes. A manager must consider the cost of mistakes as an investment in human resource. Though serious and repeated mistakes should be avoided, patient counseling and careful explanation of the mistakes by the superior to the subordinates encourages them to perform better.
Trust in the subordinates :
A superior has no other alternative than to trust the subordinates for the task that is delegated. A superior may feel that the subordinate is inexperienced or may doubt him for capabilities to use his judgment. There also is a fear of loosing control in delegation. Due to these reasons, a superior may not have faith in the subordinate. But for effective delegation, there is no other option available.
Getting feedback :
Though the authority to perform can be delegated, the responsibility for non-performance remains at the top. The ultimate responsibility of the completion of the work remains with the superior. This requires establishment of effective feedback system. Manager needs to keep a continious follow-up of the delegated task.
DECIDING TO WHOM TO DELEGATE
After taking the decision of delegating the task, the next major step is the decision regarding to whom to delegate the task. Whether to delegate the task. Whether to involve only a single individual in the completion of the task or to delegate it to a team of subordinates ? For this, a sequence of questions have to be asked by the manager. At the end, whether to perform the task on your own, whether to perform the task on your own, whether to delegate it to an individual or to delegate it to a team, can be decided.
