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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
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