Page 158 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes not only helps train them – an important advantage of delegation – but also improves their self
confidence and willingness to take initiative.
Another advantage of delegation is that it frequently leads to better decisions, because employees
closest to 'where the action' is are likely to have a clearer view of the facts. For example, a West
Coast sales manager would be in a better position to allocate California sales territories than a
New York based vice president of sales.
Effective delegation also speeds up decision making. Valuable time can be lost when employee
must check with their managers (who then may have to check with their managers) before
making a decision. This delay is eliminated when employees are authorized to make the
necessary decision on the spot.

9.1.5 Issues regarding Delegation

Delegation of tasks or responsibilities or even authority is never an easy job. It is quite challenging
a task and requires handling a lot of issues. The following present the main issues presenting
hurdle in the process of delegation.
1. What to delegate and what not to delegate: By virtue of his position in the hierarchy, a
superior is usually in a position to handle tasks better than a subordinate. There is a
natural tendency for managers to resist delegating adequate authority and do everything
themselves. After a time, the manager is certain to find himself buried in detail and busy
'fighting fires' instead of concentrating on key issues. What to delegate, in fact, is not a
simple question to answer. Before trying to solve the puzzle, a manager needs a realistic
picture of his personal strengths and weaknesses so that he can avoid the temptation to
transfer his mistakes and limitations to others.

2. To whom should authority be delegated: Clearly, delegation should be directed toward
those who have the capacity for accomplishment, the talents and abilities needed, the
practical experience of meeting responsibilities and the courage to face challenges. As a
matter of fact, managers delegate to those they trust and respect, and whose performance
they have observed.
3. Reluctance to delegate: Managers offer numerous explanations in support of their
conservative outlook:

(a) Better performance
(b) No trust
(c) Subordinate may get credit

(d) Continuous guidance difficult
(e) Who will face the music
4. Reluctance to accept delegation: Delegation may prove to be a futile exercise, in situations
where the boss is ready to delegate but the subordinate is unwilling to accept the delegation.
Normally, the following of the delegatee attitudes hinder the delegation process:
(a) Easy to ask

(b) Fear of criticism
(c) Lack of information resources
(d) Too heavy
(e) Lack of self-confidence

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