Page 157 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 9: Delegation, Authority and Power

2. Act of mutual reliance: Delegation is an act of mutual reliance, an expression of dependence Notes
and trust on another person's abilities. This also involves an assumption on the part of the
one who is delegating the authority that the individual to whom duties have been delegated
possesses the necessary skill and strength to be able to discharge those tasks or duties.
3. Freedom of thought and action: Delegation means freedom of action sufficient to get the
tasks accomplished. It means freedom to make decisions, permission to make mistakes
and freedom to use one's full capacities. This does not mean that the manager leaves the
subordinate on his own to sink or swim. It simply means that the one who has delegated
the authority guides the one to whom the delegation has been done, so as to let the latter
learn the nuances and succeed by trial and error method.
4. A courageous act: Delegation of authority or responsibilities is quite a challenging act.
The fear of being ultimately responsible compels many managers to indulge in under-
delegation.
5. Forward-thinking principle: Delegation, from a behavioural point of view, is the 'most
forward-thinking principle'. It opens a new chapter in superior subordinate relationships.
The granting of freedom to act by the superior is evidence of confidence in the subordinate.
The subordinate responds by developing a constructive sense of responsibility. He is
cognizant of the fact that he is an end in himself, and not simply a means towards the ends
of his superior. The acceptance of responsibility by the subordinate means changed
responsibilities for the superior, and each finds himself playing a new dynamic role.

9.1.3 Principles of Delegation

The principles of delegation 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.
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.

3. Principle of absolute responsibility: This says that the authority can be delegated but
responsibility cannot be delegated by managers to his subordinates which eans
responsibility is fixed.
4. Principle of authority level: This principle suggests that a manager should exercise his
authority within the jurisdiction/framework given.

9.1.4 Advantages of Delegation

Delegation has multiple effects since not only the one delegating benefits, even the staff and the
company. The one delegating reduces his workload and can focus his efforts and energy into
something that needs his/her skills more. The manager delegating is giving himself more time
to analyze business trends, anticipate issues, plan and be in tuned with the vision of the company.
These are just some of the aspects worth of every manager's focus to be effective as a leader. The
first and most obvious is that the more tasks managers are able to delegate, the more opportunities
they have to seek and accept increased responsibilities from higher level managers. Thus
managers will try to delegate not only routine matters but also tasks requiring thought and
initiative, so that they will be free to function with maximum effectiveness for their organisations.
In addition, delegation causes employees to accept accountability and exercise judgment. This

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