Business

DELEGATION Introduction Since it is patently impossible for one chief to carry out all the functions and duties, it is necessary to pass on authority to subordinates to pursue certain activities. This is known as delegation. It serves as one of the major function of effective management in leisure and sports programs and activities. Delegation is the process by which a leader transfers authority and responsibility to subordinates below the in hierarchy. This process can occur between any two individuals in any type of structure with regard to any task. The effective leader delegates tasks responsibly and gives them the authority to make decisions for carrying out such duties. In any case it is impossible for a person to carry out or discharge all these duties therefore without some power over what one is doing. However, it must be noted that delegation is not abdication of duty. Delegation It is a process by which authority us distributed by a manager downwards or following the hierarchy in an organization. Delegation is also a form of motivation if well planned and properly executed. Authority This is the legal right given to an individual so as to lead or manage. It is also the legitimate right to use assigned resources to accomplish a delegated task as well as to responsibly give orders and command obedience. PRINCIPLES OF DELEGATION To achieve the intended goals the delegation process must be undertaken properly. Principles of delegation are the grand rules for effective delegation. 1. Carefully choose the person to whom a duty will be delegated. The person selected must fit in properly and efficiently to the duty. This is in respect to his or her competency, commitment and other personal qualities. The person selected must be capable and competent enough to complete the task satisfactorily. 2. Duties must be carefully selected. Duties particularly suitable for delegation include fact-finding assignments, preparation of rough drafts for reports, investigation of the feasibilities of various approaches to problems, or straight forward analysis of routine information. 3. The duties must be well specified. In addition, the limits of authority that comes with the new duties should be well and categorically explained. This helps avoid assigning a duty to more than one or a case where the duties are colliding. 4. The resources required to appropriately carry out the duties should be given in adequate measures. This includes the physical facilities, finances, human resource as well as time and information. 5. Delegation should be done carefully, and not to be regarded as a quick way for senior leaders to keep off distasteful tasks. Delegation is not abdication of duties. 6. Leaders should recognize that the subordinates will occasionally make mistakes especially when attempting to do higher-assignments. 7. Subordinates to whom the duties have been delegated should not be subjected to continuous supervision as they do the assignment. This stifles personal initiative. 8. Leaders should back decision made and taken by the subordinates while inline of duty even if the leaders do not wholeheartedly agree with them. Other grand rules include: 􀀹 Agree on performance objectives and standards 􀀹 Agree on performance time table and duration that the work must be done. 􀀹 Allow the others to work independently after giving the authority. 􀀹 Show trust in the juniors. 􀀹 Recognize and reinforce performance. 􀀹 Give a hand when things go wrong, 􀀹 The leader should not forget that he\she is accountable for the performance of the staff to which delegation has been done. PROCESS OF DELEGATION 1. Determine the goals concisely. The leader must have a clear understanding of the outcome he\she requires. This will give direction to the work or tasks undertaken by the subordinates. 2. Determine what to delegate. Identify and list the responsibilities to be assigned to others. This is task selection. The leader must try to be as specific as possible with the tasks. Explain the duties to be delegated. 3. Selection of the staff members. The person selected must match the task in question. Since as leader you know who performs best, determine which assignments would be best suited to each employee. In addition, try to offer individuals projects you know they will not only be effective but also enjoy. The person must be capable and competent enough to complete the task satisfactorily. 4. Communicate. Do not just provide a laundry list on an event list; instead explain the ultimate objectives and how the delegation will help the organization or department achieve specified goals. In addition it is good to solicit subordinates’ views about suggested approaches. 5. Follow up. Occasionally follow/check on the individual’s progress to find out if she/he needs additional assistance or guidance. The leader’s role is to help overcome any obstacle. However, the subordinates’ need to feel fully trusted to complete the task. Follow through by discussing progress at appropriate intervals. In addition it is of essence that this time be taken to appreciate any progress made.IMPORTANCE OF DELEGATION The importance of delegation accrues to the organization, the leader and the subordinate staff to whom the duties are being delegated. To the leader: a) He/she saves time by giving some of his responsibilities to someone. There is increased speed of doing activities and undertaking the leadership tasks. b) It allows leaders to devote their time to more essential or sensitive duties like planning, goal setting, evaluation and others. c) It acts as a show that the leader has trust in his juniors. He is thus able to win their loyalty, commitment, respect as well as exert his authority effectively. d) This process relieves the leader from involvement in day-today details of running his particular functions. e) It reduces workload on the leader thus ensuring that he works more efficiently and cost effectively. f) In the case of specialized issues for which he/she has no expertise, the leader can assign the responsibilities to the qualified members under him. To the Subordinates: a) Delegation helps create a better and more productive working environment. Once the staff feel that they’ve got control or authority over what they do, they might exert more personal initiative thus produce more. b) It encourages decision making in employees and allows them to impact the operations of the business environment. This enhances job satisfaction and fulfillment. c) They acquire a more important job. They thus develop new skills and demonstrate potential for additional duties and perhaps promotion. d) With delegation come in-service training, induction courses and seminars. This contributes immensely to staff development. In most cases, this is courtesy of company’s human resource department. REASONS FOR FAILURE TO DELEGATE a) Delegation requires additional planning by leaders to assure that certain steps are carried out and that subordinate who has been given the new duties report back. b) It generates more work for the leader since delegation of responsibility requires further job training of those to whom delegation has been done. c) It is feared by some leaders since it might lead to loss of authority and power. The subordinate might overstep the boundaries of their authority. d) The leaders may lack trust in others. They feel others will only fail to fully perform. e) The manager’s inflexibility in the way they want things run. Some leaders are resistant to change and will fight to preserve the status-quo. f) There is the fear that the subordinates might misuse their new offices and authority. Usually this comes inform of unethical attendance to duties, embezzlement of resources and eventual corruption. Reasons for Reluctance by Subordinates to Take Delegated Duties. a) They might not know what is expected of them. If the expectations are unclear they might ignore the appointment requests or respond incorrectly to the management demands or expectations. b) They may be reluctant when what they are asked to do is inconsistent with the goals of organization. c) Personal differences. The subordinate might have some personal reasons or inclinations that may object to the delegated duties. These may include religious beliefs, background or even health. d) They might be reluctant when they do not respect the senior authority or they doubt it. They might not feel comfortable working under an authority of which they aren’t sure. e) They may also be lacking the skills required to effectively and efficiently undertake the duties delegated. Some tasks may require specialized qualification or expertise. In addition experience in the field is also of essence. f) The subordinates past bad experiences especially when undertaking delegated duties may affect their response. g) They might fail to take up the duties for fear of failing. Prepared by: Tony Njoroge +254 723 22 10 22 +254 737 56 86 26 tonyblessmarked@yahoo.com tonyblessmarked@gmail.com