Page 130 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 6: Delegation, Authority and Power

As one executive expressed it, 'I delegate everything that can be defined. This leaves me Notes
with score keeping on jobs that have been delegated and, with freedom to spend most
time on planning opportunities that lie ahead. My practice has been to select jobs I know
best and could supervise most easily and delegate them first.' In planning to delegate, the
delegator might find it useful to divide the work into reasonable and logical units that can
be performed by others.
2. To whom should authority be delegated: Theodore Roosevelt observed once: 'The best
executive is the one who has enough sense to pick good men to do what he wants to be
done, and self-restraint enough to keep from meddling with them while they do it.'
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: The subconscious belief that nobody could possibly do the job as
well as he can, compels a manager to bury himself in routine. He likes the busyness
and security of work piled high on his table.

(b) No trust: I cannot trust others to do the job: A manager trapped in this fallacy may
delegate but continues to breathe so closely down the necks of his subordinates that
he makes effective action rather impossible.
(c) Subordinate may get credit: For managers who believe that if subordinates make
decisions concerning the work, the superior may not be kept informed and, will
thus lose authority. Some may even go to the extent of thinking that a subordinate
after learning the tricks of the trade may overstep his authority and may try to
outshine the superior and steal the credit.
(d) Continuous guidance difficult: Effective delegation requires that the manager must
communicate to his subordinate far in advance, what is to be done. This may prove
to be a troublesome exercise for the executive because he is now forced to think
ahead and visualise the work situation, formulate objectives, general plans of action
and finally, communicate these to his subordinate.
(e) Who will face the music: Even after taking all the necessary precautions, there is no
guarantee that delegation will prove to be fruitful. Managers are accountable for the
actions of subordinates and this may make them reluctant to take chances. Many are
just unwilling to let go and to allow others to commit mistakes.
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: Wise decisions are products of hard mental work. It is better to seek the
guidance of the boss. If a subordinate finds that he can take a problem to his superior
and get an answer, naturally he will do so. Sharing the burden with the superior is
a safe proposition. Confronting the decision single-handed is nothing but an open
invitation to troubles later on.

(b) Fear of criticism: If there is failure, the superior is likely to direct the arrows of
criticism against the subordinates. If delegation proves to be a success then the
superior is likely to steal the credit away from the subordinate.

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