Why do Managers Delegate?
It is not always possible for a single individual to manage all the workload and execute the work. It is the same for the managers also. They delegate responsibilities and authorities among the workers so that the organizational objectives are met and at the same time a smooth performance is delivered. In this article, the principles and barriers of the delegation will be discussed along with helping you find the answer to why should managers delegate.
Why Should Managers Delegate?
A business performance involves not one or two functions rather a lot of activities. If the manager decides to take the responsibility of all of them, there are chances that he/she will be drained out physically, mentally, and emotionally and the work will be adversely affected.
Here lies the importance of delegation and the answer to why do managers delegate. As the number of subordinates increases, they can perform the task as allocated to them on behalf of the manager. In fact, the function of the manager is more managing people and ensuring work is being done than doing work himself. Therefore, to meet the prior set goals, managers need to delegate the duties among the subordinates.
There is another subtle answer to the question of why should managers delegate. It benefits the managers also in terms of receiving specialized knowledge from the subordinates regarding the particular task. This way, delegation appears to be an administrative technique essential for the organization.
What are the Principles and Barriers of Delegation?
Though there are multiple reasons as to why do managers delegate, one cannot avoid the principles of delegation or the barriers that come with it. Let us first discuss the principles that one must follow for successful delegation.
Clarity of Delegation
After all, why should a manager delegate authority if there is no clarity? Also, if the delegatee does not understand his task clearly, he cannot deliver it also. Thus, ambiguity must be completely eliminated and subordinates, irrespective of their vertical or horizontal position in the organization should receive clear instruction.
No Responsibility Delegation
Even though you have the answers to why should a manager delegate authority, remember, a manager can never delegate his responsibilities or else the single chain of command gets disrupted and lack of clarity looms large regarding which task is whose responsibility.
Result - Oriented Delegation
Even more important than why should a manager delegate is what should be the result of the delegation. The goals, plans and functions are set well beforehand in the organization and managers should delegate authority adequately so that the desired result can be attained.
Exception Principle
When a manager delegates authority, decision-making also becomes the delegates' responsibility. But in exceptional cases, the delegatee might turn to the seniors for assistance in decision-making. The manager is never devoid of the authority of the whole task and thus delegation should be done accordingly.
Unity to Command
To understand why a manager should delegate authority, the principle of unity of command should be strictly followed. According to this command, the chance of conflict is lesser when there is a single supervisor involved as the flow of command, direction or information is less complicated.
The barriers of the delegation are only a few. These are:
The manager lacking efficiency in directing people.
The behavioural trait of the manager refraining him from delegating.
Fear of losing power.
These are the basic principles and barriers of the delegation that you should know about before knowing why should a manager delegate in an organization. While the main focus remains on achieving the organizational goals, delegation is also important for the personal and professional development of both the manager and his subordinate.
FAQs on Principles and Barriers to Effective Delegation
1. What is meant by delegation of authority in business studies?
In the context of management, delegation of authority refers to the downward transfer of authority from a superior to a subordinate. It is a fundamental process for efficient management, allowing managers to distribute their workload. Delegation involves three key elements: Authority (the right to command), Responsibility (the obligation to perform the assigned task), and Accountability (being answerable for the final outcome).
2. What are the key principles of effective delegation as per the CBSE syllabus?
To ensure delegation is successful, several principles must be followed. According to the Class 12 Business Studies curriculum, the most important ones include:
- Principle of Parity of Authority and Responsibility: This states that the authority granted to a subordinate must be equal to the responsibility assigned. Giving responsibility without authority is ineffective.
- Principle of Absolute Responsibility (or Ultimate Accountability): Accountability cannot be delegated. A manager remains accountable to their own superior for the tasks they delegate to their subordinates.
- Scalar Principle: This refers to the clear and unbroken line of authority from the top to the bottom of the organisation, which clarifies reporting relationships for delegation.
- Principle of Unity of Command: A subordinate should receive orders and be accountable to only one superior. This avoids confusion and conflicting instructions during delegation.
3. What are the most common barriers to effective delegation in an organisation?
Barriers to effective delegation can arise from both managers (superiors) and employees (subordinates).
Barriers from the Manager's side:
- Fear of losing control or importance.
- Lack of confidence in the subordinate's abilities.
- Unwillingness to take a risk if the subordinate fails.
- A belief that 'I can do it better myself'.
Barriers from the Subordinate's side:
- Fear of criticism or failure.
- Lack of necessary resources or information to complete the task.
- Feeling overwhelmed with existing work.
- Lack of self-confidence or incentive to take on more responsibility.
4. How can a manager overcome the common barriers to delegation?
A manager can overcome barriers to delegation by adopting several strategic approaches. Key methods include:
- Providing Clear Instructions: Define the task, expectations, and deadlines clearly to avoid ambiguity.
- Building Trust and Confidence: Show faith in subordinates' abilities and provide them with the necessary support and resources.
- Allowing for Mistakes: Treat mistakes as learning opportunities rather than reasons for punishment. This encourages subordinates to take initiative.
- Establishing a Feedback Mechanism: Create an open communication channel for subordinates to ask questions and report progress, ensuring they feel supported.
- Linking Rewards to Responsibility: Offer appropriate incentives, such as recognition or career growth opportunities, for successfully handling delegated tasks.
5. Why is the 'Principle of Parity of Authority and Responsibility' considered crucial for successful delegation?
The principle of 'parity of authority and responsibility' is crucial because it creates a balance that is essential for task completion. If a subordinate is given responsibility for a task (e.g., procuring raw materials) but not the corresponding authority (e.g., the power to sign purchase orders), they are powerless to act. This imbalance leads to frustration, delays, and failure. Conversely, granting authority without responsibility can lead to its misuse. Therefore, matching authority with responsibility ensures the subordinate is empowered to do the job and held accountable for it, making delegation effective.
6. Can you explain the difference between delegation and decentralisation with a real-world example?
While both involve the downward transfer of authority, delegation and decentralisation are different in scope and intent. Delegation is a process between a superior and an immediate subordinate and is essential for any organisation, regardless of its structure. Decentralisation, on the other hand, is a conscious policy decision to systematically delegate authority at all levels of management, pushing decision-making power down the chain.
Example: A sales manager asking a sales executive to prepare the monthly sales report is delegation. In contrast, a company empowering its regional branch managers to set local prices, manage their own budgets, and run their own marketing campaigns is an example of decentralisation.
7. How does the 'Span of Management' concept relate to the need for delegation?
The 'Span of Management' refers to the number of subordinates a manager can effectively supervise. This concept is directly linked to the need for delegation. When a manager has a wide span of management (i.e., many subordinates), it is impossible to personally oversee every task and make every decision. In this situation, delegation becomes essential to distribute the workload and empower subordinates to act independently. A wider span necessitates more delegation, whereas a narrow span might allow a manager to be more hands-on with less need for extensive delegation.
