Effective Delegation Definition
Delegation is the most crucial function of a manager. The success of a manager may come down to his or her ability in the delegation of authority as well as the responsibility. In an organization or in a company a manager is not expected to do all the work. The manager has many functions of management on which he or she has to focus.
Therefore, the routine of day to day work is delegated to his or her subordinates. Along with the delegation of work, there is also a delegation of authority so that the subordinate can accomplish his or her tasks.
Principles of an Effective Delegation
The delegation is a function at which the manager has to excel. The success of an organization or a company depends on an effective delegation. Also, effective delegation results in the smooth functioning of a company or an organization. For this, the manager of an organization must follow the following principles of effective delegation:
Defining the Function - the manager of the company or the organization must clearly define the scope and also the extent of the tasks to his subordinate before delegating the task. On the other hand, the subordinator also must be aware of the tasks he or she has to perform, the activities to be overseen, their relationships with other jobs as well as their importance. This will actually make the subordinate do his or her task in a better way.
Defining the Results - The manager must discuss with his or her subordinates the results he or she expects from the task before delegating the authority. This actually allows the subordinates to better understand the standard of the work and also the level of results expected from them. The authority must be delegated accordingly.
Balance of Authority with Responsibility - This should be the parity between the responsibility and authority delegated to the subordinate for effective delegation. He will be unable to complete the task if there is no authority to carry out the responsibility. Without any responsibility will make him very irresponsible and very ineffective.
Absoluteness of Responsibility - The manager remains responsible for the work and also the performance of the subordinates even after delegating the authority. On the other hand, the subordinates are also very much responsible for their respective work to their superiors.
Unity of Command - Unity of command is very important in an organization or in a company. There should be only one superior for each and every subordinate. Receiving instructions from more than one superior will lead the subordinate to confusion. The subordinate will then have to pick up whom to listen and this may have a very negative impact on the company. This will also lead to divided loyalties.
Defining the Limits of Authority - The manager of the company or the organization must ensure that all the subordinates have a very well defined authority. This will prevent any overlapping of authority on any subordinate and will also enable each subordinate to carry out the assigned work efficiently. If there is any work outside this scope of authority, the subordinate is bound to refer the work to his superiors. The manager at every level of the organization or the company must make use of their authority. They are expected to avoid referring to their respective superiors for the matters that come under their authority. Only the matters that are outside of their scope should be referred to as upper-level management.
Authority Level Principle - The managers of the company are expected to make their own decision at each and every level. They must avoid referring to their respective superior’s decision all the time. And are also expected to make their decision which they are authorized to. But they can refer to their superior’s decision only if the decisions are out of their scope.
Guidelines for Effective Delegation
Prepare - The employees cannot deliver quality results if the task delegated is not fully prepared. Changing in the expectations can also lead to bad results. One must take time and think properly about what one is asking for. After all, a stitch in time saves nine.
Assign - Once time has been taken out exactly what one is looking for then the information needs to be conveyed to the employees. Make sure to include clear information on time, budget, and context.
Confirm Understanding - The most common mistake made while delegating is assuming that the employees understand what is wanted rather than explaining everything clearly. It takes only about 60 seconds to confirm understanding. One of the best ways to confirm understanding is to ask the employees.
Confirm Commitment - This is the most important part of the delegation process which most of the managers skip while delegating to the employees. One must confirm that the employees are committed to the expected results.
FAQs on Effective Delegation: Steps and Benefits
1. What is meant by effective delegation in management?
Effective delegation is a management process where a manager assigns specific tasks and transfers the necessary authority to a subordinate. However, the manager remains ultimately accountable for the outcome. It's more than just assigning work; it involves trusting employees with responsibility, empowering them to make decisions, and providing them with the resources to succeed. It is a crucial element of the organising process.
2. What are the key benefits of effective delegation for an organisation?
Effective delegation provides numerous benefits that contribute to organisational success. These benefits impact managers, employees, and the company as a whole.
- Managerial Effectiveness: It frees up managers from routine tasks, allowing them to concentrate on strategic planning and high-priority functions.
- Employee Development: It gives employees opportunities to learn new skills, gain experience, and prepare for higher responsibilities, which boosts their morale and motivation.
- Basis of Management Hierarchy: Delegation establishes the authority-responsibility relationships that form the foundation of a management structure.
- Better Coordination: By clearly defining duties, authority, and accountability, delegation helps reduce overlapping work and improves coordination among departments.
- Facilitates Growth: It helps in creating a trained and experienced team of employees who can take up leading positions, making it easier for the organisation to grow and expand.
3. What are the main steps involved in the process of delegation?
The delegation process typically follows a systematic approach to ensure clarity and success. The key steps are:
- Assigning Responsibility: The manager first defines the task and assigns the duty to a subordinate. This involves clearly explaining what is expected and the desired results.
- Granting Authority: The manager grants the necessary authority to the subordinate to complete the assigned task. This can include the authority to use resources, make decisions, or command others.
- Fixing Accountability: The final step is to create accountability, which means the subordinate is answerable to the manager for their performance and the final outcome of the task. Accountability cannot be delegated.
4. Can you provide some practical examples of delegation in a workplace?
Delegation is a common practice in various business scenarios. Some practical examples include:
- A marketing manager delegates the task of running a social media campaign to a marketing executive, giving them the authority to create content and manage the advertising budget.
- A store manager delegates the responsibility of weekly inventory checks to a shift supervisor, empowering them to manage stock levels and place orders.
- A senior software developer delegates the coding of a specific module to a junior developer, providing them with the necessary technical specifications and support.
5. How are the three elements of delegation—Authority, Responsibility, and Accountability—interrelated?
Authority, Responsibility, and Accountability are the three core elements of delegation and are deeply interconnected. Responsibility is the obligation to perform a task, while Authority is the power granted to complete that task. For effective delegation, authority must be commensurate with responsibility (Principle of Parity). Accountability is the final answerability for the outcome. A subordinate is given responsibility and authority, but they become accountable to their manager. A key principle is that while authority can be delegated, accountability cannot; the manager remains ultimately accountable to their own superior.
6. How does effective delegation differ from simply assigning or 'dumping' tasks?
There is a fundamental difference between true delegation and just assigning tasks. Task assignment or 'dumping' is often about offloading unwanted work without providing the necessary support or authority. In contrast, effective delegation is a developmental tool. It involves trusting an employee with a task, empowering them by granting sufficient authority, providing clear instructions and resources, and holding them responsible for the results. The goal of delegation is to develop people, whereas the goal of dumping work is just to get it off one's own plate.
7. What are the common barriers that prevent managers from delegating effectively?
Several psychological and organisational barriers can hinder effective delegation. Some common barriers from the manager's side include a fear that subordinates will not perform well, a lack of confidence in their team's abilities, or a desire to maintain control. Some managers also believe, 'I can do it better myself.' From the subordinates' side, barriers can include a fear of criticism for mistakes, a lack of self-confidence, or feeling overburdened with work. Overcoming these requires building trust, providing training, and fostering a supportive work culture.
8. What are some tasks that a manager should generally avoid delegating?
While delegation is crucial, certain responsibilities should remain with the manager. These typically include:
- Tasks involving long-term strategic planning and major policy decisions.
- Confidential matters, such as performance appraisals, disciplinary actions, and salary discussions.
- The core responsibility of motivating and building the team.
- Situations of crisis management that require the manager's direct experience and authority.
- Tasks for which the manager is uniquely qualified and cannot be performed by anyone else.
