Page 127 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes 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. In fact, delegation poses an interesting paradox; the delegator gives and retains
authority simultaneously and creates responsibility, yet does not escape ultimate authority.
On the other hand, the manager is expected to adopt an attitude of hands off, once the grant
of authority is made. Additionally the manager must create such an administrative structure
where the freedom of different persons does not clash and where orderly relationships
prosper. On the other hand, authority delegation is not responsibility delegation; it is
impossible for the manager ever to surrender his ultimate responsibilities. Thus, delegating
duties seems to be an easy concept to grasp, but a difficult one to put into practice. 'Delegation
demands expression of some positive human traits. To delegate effectively, a manager
must be prepared to give off his time, his interest and his effort with no promise of
immediate return.' Delegation of authority, inevitably, is a risky proposition and the
manager who is not willing to accept the risk of poor subordinate performance is really
not qualified for managerial berth in the organisation. Delegation, thus, is a challenging
task, it is, in fact, a skill that separates the men from the boys in management.
5. Forward-thinking principle: Delegation, from a behavioural point of view, is the 'most
forward-thinking principle'. It opens a new unit 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.

6.1.3 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. The goals and targets should be completely and clearly defined and the standards of
performance should also be notified clearly. For example, a marketing manager explains
the salesmen regarding the units of sale to take place in a particular day, say ten units a day
have to be the target sales. While a marketing manger provides these guidelines of sales,
mentioning the target sales is very important so that the salesman can perform his duty
efficiently with a clear set of mind.
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. According to this principle, if a subordinate is given a responsibility to perform
a task, then at the same time he should be given enough independence and power to carry
out that task effectively. This principle also does not provide excessive authority to the
subordinate which at times can be misused by him. The authority should be given in such
a way which matches the task given to him. Therefore, there should be no degree of
disparity between the two.

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