Delegation of Authority

Presentation on the delegation as a major part of a managerial task.

1. DelegationofAuthority

DelegationofAuthority

2. Concept of PowerConcept of Power
““Power refers to a capacity that A has to Power refers to a capacity that A has to
influence the behaviour of B so that B does influence the behaviour of B so that B does
something he or she would not otherwise do.”something he or she would not otherwise do.”

3. Concept of AuthorityConcept of Authority
““Authority in the organisation is the power in a Authority in the organisation is the power in a
position( and through it,the person occupying position( and through it,the person occupying
the position) to exercise discretion in making the position) to exercise discretion in making
decisions affecting others.”decisions affecting others.”

4. ResponsibilityResponsibility
Responsibility comes into existence because a Responsibility comes into existence because a
person with authority,requires assistence from person with authority,requires assistence from
another and delegates authority to him.another and delegates authority to him.

5. Delegation of AuthorityDelegation of Authority
By means of delegation,the manager extends his By means of delegation,the manager extends his
area of operations,for without delegation,his area of operations,for without delegation,his
actions are confined to what he himself can actions are confined to what he himself can
perform.perform.

6. FeaturesFeatures
Delegation is authorisation to a manager to act in a Delegation is authorisation to a manager to act in a
certain manner.certain manner.
Delegation has dual characteristics.Delegation has dual characteristics.
Authority once delegated can be enhanced,reduced,or Authority once delegated can be enhanced,reduced,or
withdrawn .withdrawn .
Delegation of authority is always to the position created Delegation of authority is always to the position created
through the process of organising.through the process of organising.
A manager delegates authority out of the authority A manager delegates authority out of the authority
vesting in him.vesting in him.
Delegation of authority may be specific or general.Delegation of authority may be specific or general.

7. Steps in delegationSteps in delegation
Determination of results expected.Determination of results expected.
Assignments of duties.Assignments of duties.
Authorisation for action.Authorisation for action.
Creation of obligation.Creation of obligation.

8. Principles of delegationPrinciples of delegation
Delegation by results expected.Delegation by results expected.
Functional definition.Functional definition.
Clarity of lines of authority.Clarity of lines of authority.
 a) scaler chain.a) scaler chain.
 b) unity of command.b) unity of command.
Level of authority.Level of authority.
Absoluteness of responsibility.Absoluteness of responsibility.
Parity of authority and responsibility.Parity of authority and responsibility.

9. Blocks to effective delegationBlocks to effective delegation
A) Factors in delegator (superior):A) Factors in delegator (superior):
1) love for authority.1) love for authority.
2) maintenance of tight control.2) maintenance of tight control.
3) fear of subordinates.3) fear of subordinates.
4) fear of exposure.4) fear of exposure.
5) attitude towards subordinates.5) attitude towards subordinates.
6) personality of superior. 6) personality of superior.

10. B) B) Factors in delegantFactors in delegant
(subordinate);(subordinate);
Subordinates are expected to exercise less authority in Subordinates are expected to exercise less authority in
the following situations:-the following situations:-
1) when they fear harsh criticism for 1) when they fear harsh criticism for
unfavourable results. unfavourable results.
2) when they lack self confidence.2) when they lack self confidence.
3) when they lack resources.3) when they lack resources.
4) when they have inadequate positive incentives;and4) when they have inadequate positive incentives;and
5) when their superior is easily available for making 5) when their superior is easily available for making
decisions on their part.decisions on their part.

11. Organisational factorsOrganisational factors
Various organisational factorssuch as Various organisational factorssuch as
management philosophy,policy towards management philosophy,policy towards
centralisation or decentralisation, availability of centralisation or decentralisation, availability of
managerial personnel,control techniques,etc. managerial personnel,control techniques,etc.
determine the delegation of authority at various determine the delegation of authority at various
levels of management.For eg; even the autocrat levels of management.For eg; even the autocrat
has to delegate authority if the organisational has to delegate authority if the organisational
factors so warrant.factors so warrant.

12. Measures for effective delegationMeasures for effective delegation
Making the potential delegator feel secure.Making the potential delegator feel secure.
Creating awareness for need of delegation.Creating awareness for need of delegation.
Determining decisions and tasks to be delegated.Determining decisions and tasks to be delegated.
Establishing conducive organisational climate.Establishing conducive organisational climate.
Choosing the delegant wisely.Choosing the delegant wisely.
Tying delegation with planning.Tying delegation with planning.
Delegating authority for whole job.Delegating authority for whole job.
Developing appropriate control techniques.Developing appropriate control techniques.

13. ReferenceReference
Principles and Practice of Principles and Practice of
Management Management byby L.m.prasadL.m.prasad
(sultan chand and sons.)(sultan chand and sons.)