Authority and delegation of authority

Authority Formal and legitimate right of a

manager to make decisions, issue orders, and to allocate resources to achieve organizationally desired outcomes.

Authority is give to influence the behaviour of the subordinates so that right things are done at right times.

Sources of authority

1. Formal authority theory according to this theory authority

originates at top level and then goes downward through the process of delegation.autority does not rest in managerial position but is delegated from a superior.

2.Acceptance theory

If the subordinates do not accept the orders of superior there will be no use of exercising authority. the subordinates will accept authority if advantages of its acceptance are more than the disadvantages of non – acceptance.

3.Competence theory a person may get his orders or

advice accepted not due to formal authority but because of his personal qualities. there is also a feeling that authority is generated by personal competence of a person.

delegation Allowing someone to act on your behalf to perform

tasks (consume resources) that are available to you

Delegation of authority is a process in which the authority and powers are divided and shared amongst the subordinates. When the work of a manager gets beyond his capacity, there should be some system of sharing the work.

This is how delegation of authority becomes an important tool in organization function. Through delegation, a manager, in fact, is multiplying himself by dividing/multiplying his work with the subordinates.

Through delegation, a manager is able to divide the work and allocate it to the subordinates. This helps in reducing his work load so that he can work on important areas such as - planning, business analysis etc.

Delegation of authority is the ground on which the superior-subordinate relationship stands. through delegation, the superior-subordinate relationship become meaningful. The flow of authority is from top to bottom which is a way of achieving results.

Delegation of authority is help to both superior and subordinates can justify that delegation is not just a process but it is a way by which manager multiples himself and is able to bring stability, ability and soundness to a concern

Delegation of Authority

A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.

Importance of Delegation

Improved functioning

Use of specialists

Helps in employee development

Helps in expansion and diversification

Factors Influencing of delegation

Company’s History

Availability of capable persons

Importance and costliness of decisions

Size of the Enterprise

Available controls

Types of Enterprise.

Environmental Factors.

For achieving delegation, a manager has to work in a system and has to perform following steps : -

Assignment of tasks and duties Granting of authority Creating responsibility and

accountability

Characteristics of Effective Delegators

  Effective delegation requires not only a structured process,

but also the proper attitude on the part of the manager.  Some characteristics of an effective delegator are described below.

 1.          Develops trusting relationships with

employees.2.           Is able to let go of detail work.3.          Can let others make decisions.4.           Focuses on desired results, not methods.5.           Is open to new ideas and approaches.6.           Helps people learn from their mistakes.7.           Feels rewarded by the success of others.8.  

Steps to Effective Delegation

1 Define the task Confirm in your own mind that the

task is suitable to be delegated. Does it meet the criteria for delegating

2 Select the individual or team What are your reasons for

delegating to this person or team? What are they going to get out of it

3 Assess ability and training needs Is the other person or team of people

capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.

4 Explain the reasons You must explain why the job or

responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things

5 State required results What must be achieved? Clarify

understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.

6 Consider resources required Discuss and agree what is required to

get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services

7 Agree deadlines When must the job be finished? Or if an ongoing duty, when

are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities?

At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.

Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust

8 Support and communicate Think about who else needs to know

what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile.

9 Feedback on results It is essential to let the person know

how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.

Types of delegation General or specific delegation Formal or Informal Written or Unwritten Downward or upward

General or specific delegation

when authority is given to perform

general managerial functions like

planning, org.,directing.the subordinates

managers perform these responsibilities.

specific may related to a particular

task or assigned work .

Formal or Informal

formal delegation of authority is the

part of org.structure .

Informal delegation is not arise due to

position but according to circumstances

or that is essential for to do his normal

work.

Principles of Delegation Functional definition Unity of command Delegation by results expected Absoluteness of responsibility Parity of authority and responsibility Authority level principle Scalar principle

Difficulties Involved in delegation of authority

Over confidence of superior Lack of confidence in subordinates Lack of ability in superior Lack of proper control Inability of subordinates