Delegation as the means by which a manager multiplies himself; the process of delegation

Meaning of delegation

Delegation of authority is the process by which a manager assigns part of his or her work to subordinates, gives them the authority needed to perform it, and holds them accountable for results. It has three elements: responsibility (the duty assigned), authority (the power to decide and act) and accountability (answerability for results). Authority can be delegated, but the manager remains ultimately accountable to his or her own superior.

Comment on the statement

The statement is correct. A manager's own time, energy and knowledge are limited; working alone, he or she can do only so much. Through delegation the manager's capacity is multiplied: many subordinates, each with delegated authority, carry out parts of the manager's work at the same time, so that the manager's influence extends over a far larger volume of work. A manager who insists on doing everything personally becomes the bottleneck of the department; one who delegates can take on more, and keeps his or her own time for the work that only a manager can do.

1. Extends capacity. A manager who delegates can handle a larger department and more complex work.
2. Enables growth. New branches and ventures can be staffed by people already used to responsibility.
3. Speeds decisions. Decisions are taken where the work is done.
4. Develops subordinates. They gain experience and become future managers: multiplying management capacity for the organisation too.
5. Frees time for higher tasks. Routine work moves down; the manager concentrates on planning, policy and exceptional problems.
6. Uses subordinates' abilities. Their skills, knowledge and closeness to operations are put to use.
7. Improves morale. Being trusted with responsibility builds confidence.

The multiplication works only if delegation is effective: the manager must choose capable subordinates, give matching authority, set clear expectations and keep control. Delegation does not mean abdication: the manager still answers for the results.

Process of delegation of authority

1. Determining results expected. The manager decides what is to be achieved and the standards of performance.
2. Assignment of duties (responsibility). Specific tasks are assigned to subordinates according to their abilities.
3. Granting of authority. Subordinates are given the authority, over resources, people and decisions, needed to perform the duties; authority must match responsibility.
4. Creation of accountability. Subordinates become answerable to the manager for the proper performance of their duties.
5. Establishing control and communication. Reporting systems and periodic reviews let the manager monitor progress and correct problems without interfering in day-to-day work.

Example. A regional sales head responsible for five states appoints a manager for each state, gives each the authority to recruit salespeople, approve local promotions and offer discounts within limits, and reviews monthly sales reports. With five delegates, the head achieves far more than he could alone.

Conclusion

Delegation is the key by which a manager multiplies his or her effectiveness. Done properly, with clear goals, matching authority, accountability and control, it benefits the manager, the subordinates and the organisation.