Delegation as the means by which a manager multiplies himself

Meaning of delegation

Delegation is the downward transfer of authority from a superior to a subordinate. A manager, however capable, cannot do every task alone; by delegation he keeps for himself the part of the work that only he, because of his position, can do well, and gets others to do the rest. The statement means that through delegation one manager's capacity is spread over many people, as if he had multiplied himself.

Elements of delegation

Delegation has three parts. The subordinate takes on responsibility, the obligation to perform the assigned duty, which flows upwards. He is given authority, the right to command and to take decisions within the scope of the position, which flows downwards. And he is held to accountability, answerability for the outcome, which cannot be delegated.

The three are like the legs of a stool: if one is weak, delegation becomes unstable.

How delegation multiplies the manager

1. It motivates subordinates. Being trusted with a task builds a subordinate's self-esteem and confidence, so he puts more of himself into the work.
2. It extends the manager's reach. Without delegation his activities would be limited to what he can do himself; with it, he can extend his area of operations, and the enterprise can grow, because trained people are ready to lead new branches and projects.
3. It frees his time. Routine work passes to subordinates and he can concentrate on high-priority matters.
4. It speeds up and improves decisions. Subordinates close to the operations often see the facts more clearly, and no time is lost referring every decision upwards.
5. It develops future managers. Employees use their talent, gain experience and prepare for higher positions.

A branch manager of a bank in Lucknow who lets her officers approve small loans up to a set limit can run a branch of thousands of accounts; if she approved every loan herself, the branch could serve only as many customers as she could see.

Limits to the statement

• Delegation is not abdication. The manager remains accountable for the tasks he has assigned, to the same extent as before; his responsibility for subordinates' work is absolute. He multiplies his effort, not his escape from answerability.
• Authority must match responsibility. Too much authority invites misuse; too little makes the subordinate ineffective.
• Barriers on both sides. Managers hold back out of insecurity, fear of losing power or lack of confidence in subordinates; subordinates hold back out of fear of criticism or lack of incentive.

Making delegation work

The manager must give real freedom to do the delegated task, accept that subordinates will make mistakes and respond by training them rather than delegating less, communicate clearly, and increase the scope of delegation step by step.

Conclusion

The statement is true when delegation is done well: it lets a manager achieve through many people what he could never achieve alone, while he remains answerable for the result.