A manager cannot do everything by himself. One of the important factors determining the effectiveness of managers is delegation of authority, i.e. how much freedom, scope and power is entrusted to subordinates to act on behalf of manager, utilising the resources of the organisation and for achieving desired results.
Authority is delegated when discretion is vested in the subordinate by a superior to make decisions and accomplish tasks or results.
The principal cause of heavy time burden on managers is to be found in confused organisation. There is a limit to the number of subordinates a manager can effectively supervise.
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When the span of management widens, a manager cannot effectively carry out his management functions without delegating some authority to subordinates. The most serious symptom of poor organisation is unclear authority delegation.
1. Delegation According to Ability:
Authority delegated to an individual should be as per his or her ability to accomplish results.
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2. Absoluteness of Responsibility:
The superior delegate’s authority, not the responsibility. Final responsibility for the decision still rests with the superior.
3. Parity of Authority and Responsibility:
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Delegated authority should be commensurate with results expected.
4. Definition of Results Expected:
The more a position has a clear definition of results expected, activity to be undertaken and clarity of organisational relationships, the more effective is the delegation.
5. Unity of Command:
Delegate should be responsible to one boss multiple subordination must be avoided.
6. Authority Levels:
Decisions within the authority competence of an individual should be made by him and not referred upward. The delegator should not permit decisions to be referred back upward to him.