L-8-
DELEGATION AND DECENTRALISATION OF AUTHORITY
MEANING AND DEFINITION OF DELEGATION OF AUTHORITY
Delegation
of authority refers to the process of transferring power, responsibility, and
decision-making authority from a superior or manager to a subordinate or
employee within an organization. It involves granting someone else the
authority to act on behalf of the delegator and make decisions within a
specified scope of work or area of responsibility.
Delegation
is an essential management function as it helps in sharing workload, empowering
employees, and improving organizational efficiency. By delegating authority,
managers can focus on strategic tasks while enabling subordinates to take on
more responsibility and contribute to the achievement of organizational goals.
In
delegation, the delegator retains overall accountability for the tasks and
outcomes but transfers the authority to carry out those tasks to a subordinate.
The delegator sets the expectations, provides necessary resources and support,
and establishes the boundaries within which the delegatee can exercise
authority. The delegatee, on the other hand, assumes the responsibility to
complete the assigned tasks, make decisions, and report back to the delegator.
Delegation
of authority has several benefits, including:
Employee Development: Delegation provides opportunities for
employees to develop their skills, knowledge, and decision-making abilities. It
helps in their professional growth and enhances their job satisfaction and
motivation.
Time Management: Delegation allows managers to focus
on important strategic tasks and decision-making, as they can delegate routine
or operational activities to their subordinates. This improves time management
and increases overall productivity.
Teamwork and Collaboration: Delegation promotes teamwork and
collaboration within an organization. It fosters trust, encourages cooperation
among team members, and strengthens the overall effectiveness of the team.
Improved Decision Making: Delegation distributes
decision-making authority to those who are closer to the tasks and have
relevant expertise. This leads to quicker and more effective decision making,
as decisions can be made at the appropriate level in the organization.
Overall,
delegation of authority is a crucial management process that empowers
employees, improves organizational efficiency, and fosters growth and
development within an organization.
ELEMENTS OF DELEGATION
The process
of delegation involves various elements that contribute to its effective
implementation. These elements are essential for a clear understanding of
roles, responsibilities, and the successful transfer of authority. The key elements
of delegation include:
Delegator: The delegator is the person who
delegates authority to another individual or subordinate. They hold the higher
position in the organizational hierarchy and have the power to transfer
responsibilities and decision-making authority.
Delegatee: The delegatee is the person to whom authority
is delegated. They receive the assigned tasks, responsibilities, and
decision-making authority from the delegator. The delegatee is responsible for
executing the delegated tasks effectively and delivering the desired results.
Authority: Authority refers to the power and
rights assigned by the delegator to the delegatee. It includes the
decision-making authority, resources, and control over specific tasks or areas
of responsibility. The delegator grants authority to the delegatee to act on
their behalf within defined limits.
Responsibility: Responsibility is the obligation or
duty assigned to the delegatee to accomplish the delegated tasks or objectives.
It involves being accountable for the outcomes and performance related to the
delegated authority. The delegatee is responsible for executing the assigned
tasks effectively and delivering the desired results.
Accountability: Accountability is the obligation of
the delegatee to report back to the delegator on the progress, results, and any
issues related to the delegated tasks. The delegatee is accountable for the
outcomes and performance within the delegated authority. They provide feedback,
updates, and seek guidance or support as necessary.
Communication: Effective communication is crucial in
the delegation process. The delegator needs to clearly communicate the
delegated tasks, expectations, and the extent of authority to the delegatee.
The delegatee should seek clarification, ask questions, and maintain open
communication with the delegator throughout the delegated tasks.
Feedback and Support: The delegator provides feedback,
guidance, and support to the delegatee during the delegation process. They
monitor the progress, offer assistance or resources when needed, and provide
constructive feedback to ensure the successful completion of delegated tasks.
These
elements work together to establish a clear framework for delegation, ensuring
that authority is transferred smoothly, tasks are accomplished effectively, and
accountability is maintained throughout the process.
AUTHORIY, RESPONSIBILIY AND ACCOUNTABILITY
Authority,
responsibility, and accountability are key concepts in the delegation and
management of tasks within an organization. Let's define each of these terms:
Authority: Authority refers to the power and
rights granted to an individual or position within an organization to make
decisions, give orders, and take actions. It is the legitimate power to direct
and control others in order to accomplish organizational goals. Authority is
typically vested in managerial positions and is based on the hierarchical
structure of the organization. Those with authority have the right to command
and expect compliance from subordinates.
Responsibility: Responsibility is the obligation or
duty to perform assigned tasks or fulfill specific roles within an
organization. It is the accountability for the outcomes and results of those
tasks. When a person is given responsibility, they are expected to carry out
their duties and meet the expectations associated with their role.
Responsibility involves taking ownership of the tasks, ensuring their
completion, and being answerable for the results.
Accountability: Accountability is the answerability
and liability for the outcomes of assigned tasks or responsibilities. It is the
obligation to explain, justify, and accept the consequences of one's actions or
decisions. When individuals are held accountable, they are expected to deliver
results and can be evaluated based on their performance. Accountability ensures
that individuals are held responsible for their actions and that there is
transparency and integrity in the execution of tasks.
In summary,
authority gives individuals the power and right to make decisions and direct
others, responsibility is the obligation to perform assigned tasks, and
accountability is the answerability for the outcomes and results of those
tasks. These concepts work together to establish a clear framework for managing
tasks and ensuring that individuals are empowered, assigned appropriate
responsibilities, and held accountable for their performance.
IMPORTANCE OF DELEGATION OF AUTHORITY
Delegation
of authority is an important aspect of effective management within an
organization. Here are some key reasons why delegation of authority is
important:
Efficient utilization of
resources:
Delegation allows
managers to distribute workload and responsibilities among team members. By
empowering others to take on tasks and make decisions, managers can optimize
the use of available resources, including time, skills, and expertise.
Delegation helps in leveraging the capabilities of the entire team and ensures
that work is completed more efficiently and effectively.
Development of employees: Delegation provides opportunities for
employees to learn and grow. When managers delegate tasks and authority to
their subordinates, it helps in developing their skills, knowledge, and
decision-making abilities. Delegation allows employees to take on new
challenges, gain experience, and enhance their professional capabilities. It also
promotes a sense of ownership and motivation among employees, leading to
increased job satisfaction and engagement.
Focus on higher-level
tasks: Delegation allows managers to focus
on strategic and higher-level responsibilities. When managers delegate routine
or less critical tasks to their team members, they can devote more time and
energy to important decision-making, planning, and guiding the overall
direction of the organization. Delegation frees up managerial time, enabling
them to concentrate on critical activities that require their expertise and
attention.
Promotes teamwork and
collaboration: Delegation
fosters a culture of teamwork and collaboration within an organization. By
involving employees in decision-making and task execution, delegation
encourages collaboration, communication, and mutual support among team members.
It builds trust and enhances relationships within the team, leading to improved
teamwork and overall organizational performance.
Succession planning: Delegation plays a crucial role in
succession planning and leadership development. By delegating authority and
responsibilities to potential future leaders, organizations can identify and
groom individuals for higher-level positions. Delegation allows aspiring
leaders to gain hands-on experience, demonstrate their capabilities, and
prepare for future leadership roles. It ensures a smooth transition of
responsibilities and promotes continuity within the organization.
In summary,
delegation of authority is important for efficient resource utilization,
employee development, managerial focus, teamwork, and succession planning. It
enables managers to leverage the skills and potential of their team members,
leading to increased productivity, growth, and organizational success.
PRINCIPLES OF DELEGATION
The
principles of delegation provide guidelines for effective and efficient
delegation of authority within an organization. Here are some key principles of
delegation:
Principle of
Responsibility: According to
this principle, authority and responsibility should go hand in hand. When
delegating authority, managers should also delegate the corresponding
responsibility for the tasks or decisions. The person to whom authority is
delegated becomes responsible for the successful completion of the assigned
tasks.
Principle of Authority
Limitation: Managers
should delegate authority within certain limits. They should define the scope
and extent of authority delegated to individuals based on their competence,
skills, and experience. Setting clear boundaries and limits helps in preventing
misuse of authority and ensures that delegated tasks align with the
individual's capabilities.
Principle of Parity of
Authority and Responsibility: This principle emphasizes that the level of authority should be in proportion
to the level of responsibility. The person delegated with a specific
responsibility should have the necessary authority and resources to fulfill
that responsibility. Imbalance between authority and responsibility can lead to
inefficiencies and conflicts.
Principle of Unity of
Command: This principle suggests that an
individual should receive instructions and guidance from only one supervisor or
manager. By maintaining a single chain of command, it helps in preventing
confusion, conflicts, and the dilution of authority. It ensures clarity in
reporting relationships and enhances accountability.
Principle of Absoluteness
of Responsibility: Managers
cannot entirely delegate their responsibility. They remain accountable for the
actions and outcomes of the tasks delegated to their subordinates. Even though
authority is delegated, the ultimate responsibility lies with the delegating
manager. They should provide necessary guidance, support, and oversight to
ensure that delegated tasks are performed effectively.
Principle of Functional
Definition: Delegation
should be based on the competence and specialization of individuals. Tasks
should be assigned to individuals who have the necessary knowledge, skills, and
expertise to perform them efficiently. Delegation should align with the
strengths and capabilities of individuals to ensure effective outcomes.
Principle of Flexibility: Delegation should be flexible to
accommodate changing circumstances and requirements. Managers should be open to
adjusting the delegation of authority based on the evolving needs of the
organization. Flexibility in delegation allows for adaptation, innovation, and
responsiveness to dynamic business environments.
By following
these principles of delegation, managers can ensure that authority is
effectively transferred, responsibilities are appropriately assigned, and
individuals are empowered to perform their tasks efficiently. Effective
delegation contributes to enhanced employee engagement, productivity, and
overall organizational success.
DIFFICULTIES IN DELEGATION OF AUTHORITY
Delegating
authority can be challenging at times due to various difficulties that managers
may face. Here are some common difficulties in delegation of authority:
Lack of Trust: Delegation requires trust between the
manager and the subordinate. If there is a lack of trust, managers may hesitate
to delegate authority, fearing that the subordinate may not perform the tasks
as expected. Building trust through effective communication, clear
expectations, and past performance can help overcome this difficulty.
Fear of Losing Control: Managers may be reluctant to delegate
authority because they fear losing control over the outcomes. They may prefer
to retain decision-making authority to ensure things are done their way. Overcoming
this difficulty requires managers to understand the benefits of delegation,
such as increased productivity, development of subordinates, and better time
management.
Inadequate Training and
Development: Delegation
requires providing adequate training and development opportunities to
subordinates. If managers do not invest in developing the skills and knowledge
of their subordinates, they may feel unsure about delegating authority.
Providing appropriate training and support can help subordinates handle delegated
tasks effectively.
Lack of Clarity in Roles
and Responsibilities: Ambiguity or
confusion regarding roles and responsibilities can hinder effective delegation.
If subordinates are not clear about their delegated tasks, authority
boundaries, and performance expectations, they may struggle to deliver desired
outcomes. Managers should provide clear instructions, define roles, and
establish accountability mechanisms to overcome this difficulty.
Time Constraints: Managers often face time constraints
and may find it challenging to invest time in delegating tasks and providing
necessary guidance and supervision. This can result in insufficient
communication, inadequate feedback, and reduced clarity. Allocating sufficient
time for delegation and regular communication can help address this difficulty.
Fear of Subordinate
Outshining: In some
cases, managers may hesitate to delegate authority to subordinates who they
perceive as more competent or skilled. They may fear that subordinates will
outshine them or pose a threat to their position. Overcoming this difficulty
requires a shift in mindset towards recognizing the value of developing and
empowering subordinates for the benefit of the organization.
Lack of Delegation Skills: Effective delegation requires specific
skills such as communication, coaching, and empowerment. Managers who lack
these skills may find it challenging to delegate authority effectively.
Developing delegation skills through training, mentoring, and practice can help
overcome this difficulty.
Addressing
these difficulties in delegation requires a proactive approach from managers.
By recognizing and understanding these challenges, managers can implement
strategies to overcome them and create a culture of effective delegation within
the organization.
GUIDELINE/MEASURES FOR MAKING DELEGATION EFFECTIVE
To
make delegation effective, managers can follow these guidelines and measures:
Clearly Define Tasks and
Objectives: Clearly
define the tasks and objectives to be delegated. Ensure that the subordinate
understands what needs to be done, the expected outcomes, and any specific
guidelines or constraints.
Select the Right Person: Select the most suitable person for
the delegated task based on their skills, knowledge, and capabilities. Consider
their level of competence, motivation, and willingness to take on additional
responsibilities.
Provide Adequate Training
and Support: Provide the
necessary training, resources, and support to enable the subordinate to
successfully complete the delegated task. Offer guidance, clarify doubts, and
be available for assistance when needed.
Establish Clear Authority
and Accountability: Clearly
communicate the delegated authority and empower the subordinate to make
decisions within the defined scope. Also, establish clear accountability for
the outcomes of the delegated task.
Maintain Effective
Communication: Maintain
open and regular communication with the subordinate throughout the delegation
process. Provide feedback, address concerns, and keep track of progress.
Encourage the subordinate to share updates and seek guidance when necessary.
Encourage Initiative and
Innovation: Encourage
the subordinate to take initiative, think creatively, and find innovative
solutions within the delegated task. Foster a supportive environment that
values new ideas and encourages the exploration of alternative approaches.
Foster Trust and
Confidence: Build trust
and confidence in the subordinate by demonstrating faith in their abilities.
Avoid unnecessary micromanagement and allow autonomy within the delegated task.
Recognize and appreciate their efforts and contributions.
Monitor Progress and
Provide Feedback: Regularly
monitor the progress of the delegated task and provide constructive feedback.
Offer guidance, highlight areas of improvement, and acknowledge achievements.
This helps in ensuring that the task is on track and provides opportunities for
learning and growth.
Review and Learn from
Delegation: After the
completion of the delegated task, conduct a review to evaluate the outcomes and
identify any lessons learned. Assess the effectiveness of the delegation
process and make improvements for future delegations.
By following
these guidelines and measures, managers can effectively delegate authority,
promote employee development, enhance productivity, and create a sense of
empowerment within the organization.
CENTRALISATION
Centralization
refers to the concentration of decision-making authority at the top levels of
an organization. In a centralized organizational structure, key decisions are
made by top-level managers or a central authority, while lower-level employees
have limited decision-making power. Here are some key points about
centralization:
Decision-Making Authority: In a centralized structure,
decision-making authority is concentrated at the top levels of management.
Top-level managers have the power to make important strategic and operational
decisions.
Control and Coordination: Centralization allows for better
control and coordination of organizational activities. Top-level managers have
a clear overview of operations and can ensure consistency and alignment with
organizational goals and policies.
Standardization and
Efficiency: Centralization
often leads to standardization of processes and procedures, which can result in
increased efficiency and uniformity across the organization. Top-level managers
can establish and enforce standardized practices.
Strategic Direction: Centralization allows for a unified
strategic direction and the ability to implement strategic initiatives more effectively.
Top-level managers can align organizational activities with the overall mission
and vision of the organization.
Consistency and Compliance: Centralization facilitates
consistency in decision-making and ensures compliance with regulations and policies.
Top-level managers can establish and enforce rules and guidelines throughout
the organization.
However,
centralization also has its limitations and challenges. It can lead to slower
decision-making, reduced employee autonomy, and limited responsiveness to local
or specific needs. Organizations need to carefully balance centralization and
decentralization based on their specific circumstances and requirements.
DECENTRALISATION
Decentralization
refers to the distribution of decision-making authority to lower levels of an
organization. It involves granting more autonomy and responsibility to middle
and lower-level managers or individual departments. Here are some key points
about decentralization:
Decision-Making Authority: In a decentralized structure,
decision-making authority is dispersed across various levels or units within
the organization. Lower-level managers have the power to make decisions related
to their specific areas of responsibility.
Flexibility and
Adaptability: Decentralization
allows for greater flexibility and adaptability in responding to local or
specific needs. Lower-level managers have a better understanding of local
conditions and can make decisions that are more appropriate and timely.
Employee Empowerment: Decentralization empowers employees
by giving them more autonomy and responsibility. It promotes a sense of
ownership and motivation among employees, leading to increased job satisfaction
and productivity.
Faster Decision-Making: Decentralization can result in faster
decision-making as lower-level managers can make decisions without the need for
approval from higher-level authorities. This enables quicker responses to customer
demands and market changes.
Local Expertise and
Innovation: Decentralization
allows for the utilization of local expertise and encourages innovation at
various levels of the organization. Lower-level managers are closer to
customers, suppliers, and other stakeholders, which can foster creativity and
problem-solving.
However,
decentralization also presents challenges, such as the potential for
inconsistent decision-making, coordination issues, and the need for effective
communication and coordination mechanisms. Organizations need to strike a
balance between centralization and decentralization based on factors such as
organizational size, complexity, and strategic goals. A well-designed
decentralized structure can promote empowerment, agility, and innovation within
an organization.
IMPORTANCE OF DECENTRALISATION
Decentralization
is important for organizations due to the following reasons:
Faster Decision-Making: Decentralization allows
decision-making authority to be distributed across different levels of the
organization. This leads to faster decision-making as lower-level managers or
departments have the power to make decisions without waiting for approval from
higher-level authorities. This agility enables organizations to respond quickly
to market changes, customer needs, and emerging opportunities.
Improved Responsiveness: Decentralization enables organizations
to be more responsive to local or regional needs and demands. Lower-level
managers or departments have a better understanding of the specific
requirements and preferences of their respective areas. By decentralizing
decision-making, organizations can tailor their strategies, products, and
services to better meet the needs of diverse markets or segments.
Empowerment and Motivation: Decentralization empowers employees
by granting them more autonomy and responsibility. It provides them with the
opportunity to make decisions and take ownership of their work. This
empowerment enhances employee motivation, job satisfaction, and commitment to
organizational goals. It also encourages innovation and creativity as employees
feel more engaged and invested in their work.
Development of Managers: Decentralization helps in the
development of managerial talent within the organization. By delegating
authority and responsibility to lower-level managers, organizations provide
them with opportunities to learn and grow. This fosters the development of
leadership skills, decision-making capabilities, and a broader understanding of
the business. It prepares managers for higher-level positions and ensures a
pipeline of capable leaders within the organization.
Flexibility and
Adaptability: Decentralization
allows organizations to be more flexible and adaptable to changes in the
business environment. When decision-making authority is dispersed, it becomes
easier to adjust strategies, operations, and resource allocation in response to
market fluctuations, technological advancements, and competitive pressures.
This flexibility enables organizations to stay competitive and seize new
opportunities in a dynamic and evolving business landscape.
Overall,
decentralization can enhance organizational effectiveness, employee engagement,
and the ability to navigate changing market conditions. However, it is
essential to strike the right balance between centralization and
decentralization, considering the specific needs and characteristics of the
organization.
FACTORS DETERMINING THE DEGREE OF DECENTRALISATION
The degree
of decentralization in an organization is influenced by various factors. Here
are some of the key factors that determine the degree of decentralization:
Size and Complexity of the
Organization: Larger and
more complex organizations tend to have a higher degree of decentralization.
This is because the volume and complexity of tasks require delegation of
authority to lower-level managers or departments to ensure efficient and timely
decision-making.
Organizational Culture: The organizational culture plays a
significant role in determining the degree of decentralization. If the culture
emphasizes trust, empowerment, and collaboration, it is more likely to support
a higher degree of decentralization. On the other hand, a culture that values
control, top-down decision-making, and strict hierarchical structures may lean towards
greater centralization.
Competence and Availability
of Managers: The
availability of competent managers at different levels of the organization
influences the degree of decentralization. If there is a pool of skilled
managers capable of handling decision-making responsibilities, decentralization
can be implemented effectively. However, if competent managers are scarce,
centralization may be preferred to ensure better control and coordination.
Business Environment and
Industry Dynamics: The nature
of the business environment and industry dynamics can impact the degree of
decentralization. In rapidly changing and highly competitive industries,
decentralization may be favored to enable faster responses to market shifts and
customer demands. Conversely, in stable and regulated industries,
centralization may be preferred to ensure compliance and consistency.
Technology and
Communication Infrastructure: The availability and sophistication of technology and communication
infrastructure can influence the degree of decentralization. Advanced
technology and robust communication systems facilitate information sharing,
collaboration, and decision-making across different levels of the organization.
This enables greater decentralization by ensuring effective coordination and
control.
Strategic Objectives and
Organizational Structure: The
strategic objectives and the organizational structure play a vital role in
determining the degree of decentralization. If the strategic goals require
quick decision-making, innovation, and customer responsiveness,
decentralization may be necessary. The organizational structure, such as the
presence of autonomous divisions or geographically dispersed units, can also
influence the degree of decentralization.
It's
important to note that the degree of decentralization is not static and can
evolve over time based on internal and external factors. Organizations need to
regularly assess and adjust the level of decentralization to ensure alignment
with their goals, resources, and changing business conditions.
HOW TO MAKE DECENTRALISATON EFFECTIVE
To
make decentralization effective in an organization, the following guidelines or
measures can be adopted:
Clearly Define Authority
and Responsibility: Clearly
define the authority and responsibility of each level or unit in the
decentralized structure. This includes outlining decision-making powers, areas
of control, and expected outcomes. Clarity helps in avoiding confusion and
ensures that decentralized units understand their roles and responsibilities.
Delegate Sufficient
Authority:
Ensure that
decentralized units have sufficient authority to make decisions and take
actions within their assigned areas of responsibility. Avoid micromanagement
and empower managers at different levels to exercise their decision-making
powers. This promotes autonomy, initiative, and accountability.
Establish Effective
Communication Channels: Establish
robust communication channels to facilitate effective information sharing,
coordination, and collaboration among decentralized units. This includes
regular reporting mechanisms, feedback loops, and open lines of communication.
Effective communication helps in aligning activities, sharing best practices,
and resolving issues promptly.
Provide Training and
Development: Invest in
training and development programs to enhance the skills and capabilities of
managers and employees in decentralized units. This ensures that they have the
necessary knowledge and expertise to handle their responsibilities effectively.
Training can focus on decision-making, problem-solving, leadership, and other
relevant skills.
Establish Performance
Evaluation Systems: Implement
performance evaluation systems that measure the performance of decentralized
units against predetermined goals and objectives. This helps in assessing the
effectiveness of decentralization and identifying areas for improvement.
Performance evaluations can be linked to rewards and recognition to incentivize
decentralized units to perform well.
Foster a Culture of Trust
and Collaboration: Create a
culture that promotes trust, collaboration, and mutual support among
decentralized units. Encourage information sharing, cross-functional teamwork,
and knowledge exchange. A culture of trust and collaboration encourages
innovation, creativity, and effective decision-making at all levels.
Regularly Review and Adjust
Decentralization: Regularly
review the effectiveness of decentralization in achieving organizational goals.
Assess the strengths and weaknesses of the decentralized structure and make
necessary adjustments. This may involve reallocating authority, revising
reporting relationships, or modifying decision-making processes based on
changing circumstances.
By following
these measures, organizations can enhance the effectiveness of
decentralization, promote agility and responsiveness, and tap into the
potential of decentralized units to drive innovation and growth.
Multiple Choice Questions:
1. Delegation of authority
refers to the process of:
a)
Transferring responsibility from subordinates to superiors
b)
Transferring authority from subordinates to superiors
c)
Transferring power from superiors to subordinates
d)
Transferring workload from superiors to subordinates
2. What is the main purpose
of delegation in an organization?
a) To
increase the workload of managers
b) To
restrict decision-making authority of subordinates
c) To
empower employees and improve efficiency
d) To create
a hierarchical structure within the organization
3. In delegation, the
delegator retains overall:
a)
Responsibility
b) Authority
c)
Accountability
d) Control
4. What is the main purpose
of delegation of authority in an organization?
a) To
restrict decision-making authority of subordinates
b) To
enhance managerial control over tasks
c) To
improve resource utilization and employee development
d) To create
a hierarchical structure within the organization
5. Which of the following
is an element of delegation?
a) Feedback
and support
b)
Micromanagement
c)
Centralization of authority
d)
Restricting communication between delegator and delegatee
6. The principle of unity
of command in delegation emphasizes:
a)
Delegating authority within certain limits
b)
Maintaining a single chain of command
c) Assigning
tasks based on competence and specialization
d)
Flexibility in delegation based on changing circumstances
7. What is one of the
common difficulties in delegation of authority mentioned in the paragraph?
a) Fear of
losing control
b) Lack of
centralization
c) Excessive
training and development
d) Lack of
communication skills
8. Which of the following
is NOT a guideline for making delegation effective?
a)
Encouraging initiative and innovation
b) Providing
adequate training and support
c)
Maintaining effective communication
d)
Micromanaging the delegated tasks
9. What factor influences
the degree of decentralization based on the size and complexity of the
organization?
a)
Organizational culture
b)
Competence and availability of managers
c) Business
environment and industry dynamics
d) Size and
complexity of the organization
10. Which of the following
factors does NOT determine the degree of decentralization?
a)
Availability of competent managers
b)
Technology and communication infrastructure
c) Strategic
objectives and organizational structure
d)
Centralization-based culture
True-False Questions:
1.
Delegation of authority helps in sharing workload and improving
organizational efficiency. (True/False)
2.
The delegator transfers both authority and accountability to the
delegatee. (True/False)
3.
Delegation promotes teamwork and collaboration within an organization. (True/False)
4.
Delegation restricts the decision-making authority to only top-level
managers. (True/False)
5.
Delegation of authority does not contribute to employee development. (True/False)
6.
Delegation of authority promotes teamwork and collaboration within an
organization.
(True/False)
7.
The principle of responsibility states that authority should be delegated
without any corresponding responsibility. (True/False)
8.
Flexibility in delegation allows for adaptation and responsiveness to
dynamic business environments. (True/False)
9.
The delegatee is accountable for the outcomes and performance within the
delegated authority. (True/False)
10.
Delegation of authority restricts the development of employees' skills
and knowledge. (True/False)
11.
Lack of trust can hinder effective delegation of authority. (True/False)
12.
Centralization allows for faster decision-making in an organization. (True/False)
13.
Decentralization promotes employee empowerment and motivation. (True/False)
14.
Decentralization is not important for organizations to respond to local
needs and demands. (True/False)
15.
The degree of decentralization in an organization is influenced by the
competence and availability of managers. (True/False)
16.
Advanced technology and robust communication systems can facilitate
greater decentralization in an organization. (True/False)
17.
Regularly reviewing and adjusting decentralization is not necessary for
organizational effectiveness. (True/False)
18.
The organizational culture has no impact on the degree of
decentralization. (True/False)
VERY SHORT ANSWER QUESTIONS
Q.1.List the elements of delegation?
Ans. Authority, Responsibility, and
Accountability.
Q.2. Can responsibility be delegated Explain with
example?
Ans. Yes, responsibility can be delegated.
For example, a manager can delegate the responsibility of managing a project to
a team leader. The team leader then becomes responsible for overseeing the
project's execution, while the manager retains overall accountability.
Delegation allows for distributing workload, empowering team members, and
promoting effective task management within an organization.
Q.3. Give two difference between’ authority’ and
responsibility?
Ans. Definition: Authority refers to the power or right to make decisions, give orders,
and enforce compliance. Responsibility, on the other hand, is the obligation or
duty to perform specific tasks or roles and be accountable for the outcomes.
Nature: Authority is hierarchical and can be
delegated from higher levels to lower levels in an organization. Responsibility
is individual and task-oriented, assigned based on job roles and specific areas
of work for which an individual is accountable.
Q.4. Why is it necessary to delegate authority (Give
three reasons)?
Ans. Efficiency: Delegating
authority helps to distribute decision-making and tasks, improving efficiency
and timely completion of work.
Employee empowerment: Delegating authority empowers
employees, fostering their growth, motivation, and engagement.
Focus on strategic tasks: Delegating authority allows managers
to focus on higher-level responsibilities and strategic initiatives.
Q.5.What is the direction of accountability?
Ans. The direction of accountability is
upward, meaning individuals or units are accountable to those in higher
positions or authority within the organizational hierarchy.
Q.6.What do you understand by absolute responsibility?
Ans. Absolute responsibility refers to the
complete and undivided accountability for a task or outcome. It implies that an
individual or entity is solely responsible and cannot shift or share the
responsibility with others.
Q.7.What is authority?
Ans. Authority refers to the power or
right granted to an individual or entity to make decisions, give orders, and
enforce obedience within a specific scope or domain. It represents the
legitimate ability to exercise control, command, or influence others.
Q.8.What is the direction of authority?
Ans. The direction of authority is
typically top-down or hierarchical. It flows from higher levels of an
organization or individuals in positions of authority to lower levels or
subordinates. In this structure, decisions and directives are communicated and
implemented from the top to the bottom of the organizational hierarchy.
Q.9.Explain delegation?
Ans. Delegation is the process of
assigning authority and responsibility to someone else to carry out specific
tasks or make decisions on behalf of the delegator. It involves transferring
certain tasks, duties, and decision-making powers from a higher level to a
lower level within an organization. Delegation allows individuals or teams to
take on additional responsibilities, promotes efficiency, develops skills, and
fosters empowerment and accountability.
Q.10. Explain the difference between centralization and
decentralization?
Ans. Centralization refers to a structure
where decision-making authority is concentrated at the top of the hierarchy,
resulting in limited autonomy for lower-level employees.
Decentralization
involves distributing decision-making authority to lower levels, allowing for
greater autonomy and flexibility in making decisions.
In summary,
centralization restricts decision-making to the top, while decentralization
delegates decision-making to lower levels of the organization.
Q.11. Explain centralization?
Ans. Centralization refers to a
decision-making structure where authority and power are concentrated at the top
levels of an organization. In a centralized system, important decisions are
made by a few individuals or a central body, while lower-level employees have
limited decision-making autonomy. This structure offers unified control and
streamlined decision-making processes but may hinder innovation and
responsiveness to local needs.
Q.12.Explain decentralization?
Ans. Decentralization is a decision-making
structure where authority and power are dispersed to lower levels or units
within an organization. It involves the delegation of decision-making
responsibility, allowing for greater autonomy and flexibility. Decentralization
promotes local decision-making, responsiveness, and innovation. However, it can
also result in coordination difficulties and inconsistencies in decision-making
across different units.
Q.13.What do you mean by delegation of authority?
Ans. Delegation of authority refers to
entrusting decision-making power and responsibility to others within an
organization. It involves transferring authority from higher-level positions to
lower-level positions, allowing individuals to make decisions, take actions,
and carry out tasks. Delegation of authority helps distribute workload, promote
empowerment, and enable efficient decision-making at various levels of the
organization.
SHORT ANSWER QUESTIONS
Q.1. Distinguish between delegation of authority and
decentralization on the basis of concept, unmber of persons involved and
objective?
Ans. Delegation of authority:
Concept: Delegation
of authority refers to the process of transferring decision-making power and
responsibility from one individual to another within an organization.
Number of persons involved: Delegation
of authority typically involves two persons: the delegator (who delegates the
authority) and the delegatee (who receives the delegated authority).
Objective: The
main objective of delegation of authority is to distribute workload, empower
individuals, and improve efficiency by enabling decision-making at lower
levels.
Decentralization:
Concept: Decentralization
refers to the systematic delegation of decision-making authority and
responsibility to lower levels of an organization, away from a centralized
authority.
Number of persons involved: Decentralization
involves multiple persons and levels within an organization. It can include
delegating authority to various managers, departments, or units.
Objective: The
objective of decentralization is to foster autonomy, promote faster
decision-making, encourage innovation and responsiveness, and enhance
coordination and control at different levels of the organization. It aims to
distribute authority and decision-making power throughout the organization.
Q.2. Why delegation of authority is considered important?
Ans. Delegation of authority is considered
important for the following reasons:
Efficient workload
management: Delegation allows workload to be distributed among
capable individuals, preventing overburdening of a single person and ensuring
tasks are completed in a timely manner.
Development of
subordinates: Delegation provides opportunities for subordinates to
enhance their skills, knowledge, and decision-making abilities, fostering their
professional growth and career development.
Effective decision-making: Delegation
allows decisions to be made at the appropriate level, closer to the point of
action, enabling faster responses, increased efficiency, and better utilization
of resources.
Q.3. Briefly explain how delegation of authority and
decentralization of authority?
Ans. Delegation of authority: Assigning
decision-making powers to lower-level individuals or departments while retaining
ultimate accountability.
Decentralization of
authority:
Distributing decision-making powers throughout the organization by
transferring authority from a central authority to various levels or units.
Q.4. Distinguish between delegation of authority and
decentralization of authority?
Ans. Delegation of authority: Delegation
refers to the process of transferring specific tasks and decision-making
authority from a superior to a subordinate within the same organizational
hierarchy. It is a more focused and specific form of transferring authority, usually
on a task-by-task basis.
Decentralization of
authority:
Decentralization involves the broader redistribution of authority and
decision-making power throughout an organization. It entails transferring
authority from a central authority to various levels or units within the
organization. Decentralization aims to empower and give more autonomy to
lower-level managers or departments, allowing them to make decisions and take
actions independently. It is a strategic approach to organizational structure
and governance.
Q.5. State the principles of delegation of authority?
Ans. The principles of delegation of authority
include:
1.
Authority with Responsibility
2.
Unity of Command
3.
Parity of Authority and Responsibility
4.
Absoluteness of Responsibility
5.
Scalar Principle
6.
Functional Definition
7.
Flexibility
Q.6. Distinguish between authority and responsibility on
the basis of-
(a) Delegation (b) origin and (c) Direction of flow
Ans. (a) Delegation: Authority
can be delegated to others, allowing them to make decisions and take actions on
behalf of the person delegating the authority. Responsibility, on the other
hand, cannot be delegated as it remains with the person who is ultimately
accountable for the outcomes.
(b) Origin: Authority
is granted by an organization or a higher-level individual to individuals or
departments based on their positions and roles. Responsibility arises from the
tasks and obligations assigned to individuals based on their roles and positions
within the organization.
(c) Direction of Flow: Authority
flows downward in a hierarchical structure, from higher-level positions to
lower-level positions. Responsibility, on the other hand, flows upward as
individuals are accountable to higher-level positions for the outcomes and
results of their assigned tasks.
Q.7. Explain briefly the principle of authority
and responsibility?
Ans. The principle of authority states that
authority should be delegated based on positions and roles within an
organization. It ensures that individuals have the power to make decisions and
take actions within their assigned areas of responsibility.
The principle of responsibility states that individuals
are accountable for the tasks and obligations assigned to them. They are
expected to fulfill their responsibilities effectively and be held accountable
for the outcomes and results.
These principles ensure a clear hierarchy of authority
and a clear understanding of roles and obligations, contributing to effective
organizational functioning.
Q.8. Distinguish between authority and responsibility on
the basis of-
(a) Direction or flow
(b) Delegation and
(c) Meaning
Ans. (a) On the basis of direction or flow:
Authority flows downward in an organization, from higher
levels to lower levels. It is the power to give orders, make decisions, and
take actions.
Responsibility flows upward in an organization, from
lower levels to higher levels. It is the obligation to perform assigned tasks
and be accountable for the outcomes.
(b) On the basis of delegation:
Authority can be delegated from one person to another
within an organization. It involves transferring the power to make decisions
and take actions.
Responsibility cannot be delegated. It remains with the
individual who is ultimately accountable for the task.
(c) On the basis of meaning:
Authority refers to the power or right to give commands,
enforce obedience, and make decisions.
Responsibility refers to the obligation or duty to
perform assigned tasks and be accountable for the outcomes.
These distinctions highlight the different aspects and
characteristics of authority and responsibility within an organizational
context.
Q.9. Distinguish between delegation and decentralization
of authority on the basis of purpose, parties involved and withdrawal of
authority?
Ans. On
the basis of purpose:
Delegation of authority: The
purpose of delegation is to empower lower-level individuals or units to make
decisions and take actions within their assigned tasks and responsibilities. It
aims to distribute workload, enhance efficiency, and promote effective
decision-making.
Decentralization of
authority:
The purpose of decentralization is to distribute decision-making power
and authority across different levels or units of an organization. It aims to
promote autonomy, facilitate quicker responses, and adapt to local needs and
conditions.
On the basis of parties involved:
Delegation of authority: Delegation
typically involves the transfer of authority from a higher-level individual or
manager to a lower-level individual or subordinate within the same
organization.
Decentralization of
authority:
Decentralization involves the redistribution of authority across
different levels, departments, or even separate entities within an
organization. It can involve the transfer of authority to semi-autonomous
divisions, branches, or subsidiaries.
On the basis of withdrawal of authority:
Delegation of authority: Authority
can be withdrawn or revoked by the higher-level individual who delegated it.
They can reclaim the decision-making power if necessary.
Decentralization of
authority:
Once authority is decentralized, it may be difficult to withdraw
entirely. Decentralization involves a more permanent distribution of authority,
allowing lower-level units to make decisions independently.
These distinctions highlight the different aspects and
implications of delegation and decentralization of authority in terms of their
purpose, parties involved, and the withdrawal of authority.
Q.10. Distinguish between decentralization and delegation
on the basis of nature, control need and responsibility?
Ans. On the basis of nature:
Decentralization: Decentralization
refers to the distribution of authority and decision-making power across
various levels or units of an organization. It involves the transfer of
decision-making autonomy to lower-level entities.
Delegation: Delegation
involves the transfer of specific tasks, responsibilities, and authority from a
higher-level individual to a lower-level individual or subordinate within the
same organization. It focuses on the assignment of specific duties and tasks.
On the basis of control need:
Decentralization: Decentralization
allows for a higher degree of autonomy and decision-making authority at lower
levels. It requires less direct control and supervision from higher-level
management.
Delegation: Delegation
still maintains a level of control and supervision from higher-level
management. The authority and responsibility delegated are typically within a
defined scope and subject to monitoring and oversight.
On the basis of responsibility:
Decentralization: Decentralization
distributes decision-making power and responsibility to various levels or units
within an organization. It involves sharing accountability and responsibility
for outcomes among different entities.
Delegation: Delegation
focuses on assigning specific tasks and responsibilities to individuals or
subordinates. It does not necessarily involve the broader sharing of
responsibility for organizational outcomes.
These distinctions highlight the differences between
decentralization and delegation based on their nature, control needs, and the
extent of responsibility shared among different levels or units within an
organization.
Q.11. Why is delegation of authority essential but
decentralization not?
Ans. Delegation of authority is essential
because it allows for effective task distribution, decision-making, and
empowerment of employees. It helps in improving efficiency, promoting
accountability, and developing employee skills.
Decentralization, on the other hand, is not essential in
all situations. It is a strategic choice that depends on factors such as the
organization's size, complexity, industry dynamics, and strategic objectives.
While decentralization can offer benefits such as improved responsiveness and
local adaptation, it may not be suitable or necessary for every organization.
In summary, delegation of authority is generally
considered essential for effective management, while decentralization is a
strategic decision that depends on specific organizational needs and goals.
Q.12. How is accountability related to authority?
Explain?
Ans. Accountability and authority are closely
linked. Authority refers to the power and right to make decisions, take
actions, and give orders, while accountability refers to the obligation to
answer for the outcomes and results of those decisions and actions.
When authority is delegated to an individual or a group,
they are given the responsibility to use that authority effectively and
efficiently. Accountability ensures that they are held responsible for their
use of authority and are answerable for the consequences of their decisions and
actions.
In essence, authority and accountability go hand in hand.
The exercise of authority comes with the expectation of being accountable for
the results and impacts of that authority. Accountability helps ensure that
authority is used responsibly, transparently, and in accordance with
organizational goals and objectives.
Q.13. Delegation of authority is based on the elementary
principle of division of work Explain?
Ans. Delegation of authority is based on the
elementary principle of division of work because it involves dividing tasks and
responsibilities among individuals or teams within an organization. By
assigning specific areas of authority to different individuals, delegation
ensures that work is distributed according to each person's skills, expertise,
and capacity.
The division of work principle recognizes that no one
person can efficiently handle all tasks and responsibilities within an
organization. Delegation allows for specialization and focuses on individuals'
strengths, enabling them to concentrate on their assigned areas. This division
of authority ensures that tasks are handled by those with the most relevant
knowledge and skills, leading to increased efficiency and productivity.
Q.14. Authority can be delegated but not responsibility
Explain?
Ans. Authority can be delegated but not
responsibility because authority refers to the power or right to make decisions
and take actions. It can be transferred from one person to another.
Responsibility, on the other hand, is the obligation or
duty to perform a task or fulfill a role. It cannot be transferred or delegated
away completely. While someone with authority can assign tasks and delegate
decision-making power, they remain responsible for the outcomes and are accountable
for the delegated tasks.
In summary, authority can be delegated to others, but the
ultimate responsibility for the tasks and outcomes remains with the person who
holds the authority. They cannot fully transfer or delegate the responsibility
to someone else.
Q.15. Briefly explain the elements of delegation?
Ans. The elements of delegation include:
Authority: It
refers to the power and right given by a higher authority to a subordinate to
make decisions, take actions, and carry out specific tasks.
Responsibility: It
is the obligation of the subordinate to perform the assigned tasks and be
accountable for the outcomes and results.
Accountability: It
involves being answerable for the delegated tasks and their outcomes. The
subordinate is accountable to the higher authority for the successful
completion of the assigned responsibilities.
Communication: Effective
communication is essential in delegation to convey instructions, expectations,
and any necessary information between the higher authority and the subordinate.
Trust: Delegation
requires trust between the higher authority and the subordinate. The higher
authority must trust the subordinate's ability and reliability to carry out the
delegated tasks effectively and responsibly.
In summary, delegation involves granting authority,
assigning responsibilities, ensuring accountability, maintaining open
communication, and fostering trust between the higher authority and the
subordinate.
Q.16.What is mean by delegation? Describe the
difficulties in the way of delegation?
Ans. Delegation refers to the process of
assigning authority, responsibility, and accountability to a subordinate to
carry out specific tasks or make decisions on behalf of a higher authority.
Difficulties in the way of delegation can
include:
Fear of losing control: Some
managers may hesitate to delegate because they fear losing control over the
tasks and outcomes. They may feel more comfortable taking on all the
responsibilities themselves.
Lack of trust: Delegation
requires trust between the manager and the subordinate. If there is a lack of
trust in the subordinate's abilities or commitment, the manager may be
reluctant to delegate tasks.
Inadequate communication: Effective
communication is crucial for successful delegation. If there is a lack of clear
communication about expectations, goals, and instructions, it can lead to
misunderstandings and hinder the delegation process.
Fear of mistakes or
failure: Managers
may be hesitant to delegate tasks because they fear that subordinates may make
mistakes or fail to meet expectations. This fear of negative outcomes can
discourage delegation.
Lack of skills or training: Subordinates
may not possess the necessary skills or knowledge to handle delegated tasks.
Inadequate training or development opportunities can hinder their ability to
perform effectively.
Time and effort required: Delegation
requires an initial investment of time and effort from the manager to explain
tasks, provide guidance, and monitor progress. Some managers may find it
challenging to allocate sufficient time for delegation.
In summary, difficulties in delegation can arise from
concerns about control, trust, communication, fear of mistakes, skill gaps, and
the time and effort required. Overcoming these difficulties requires building
trust, improving communication, providing training, and gradually delegating
responsibilities to develop subordinates' skills and confidence.
Q.17. Discuss the importance of Delegation of authority?
Ans. Delegation of authority is important
because it:
1.
Enables effective task completion.
2.
Facilitates employee development.
3.
Improves managerial efficiency.
4.
Empowers and motivates employees.
5.
Promotes teamwork and collaboration.
6.
Supports succession planning and
organizational resilience.
7.
Enhances decision-making.
Overall, delegation of
authority contributes to organizational success and growth.
Q.18. Define Delegation
How can delegation be made effective?
Ans. Delegation
is the process of transferring authority and responsibility from one person to
another to accomplish a specific task or objective.
To make delegation effective, the
following steps can be taken:
1.
Clearly define the task and desired outcomes.
2.
Select the right person with the necessary
skills and capabilities.
3.
Provide proper training and guidance.
4.
Delegate the appropriate level of authority.
5.
Establish clear communication channels.
6.
Monitor progress and provide feedback.
7.
Encourage autonomy and decision-making.
8.
Recognize and reward successful delegation.
By following these steps,
delegation can be made effective, resulting in improved productivity and
development of employees.
Q.19. It helps a manager to extend his area of
operation as without it his activities would be restricted to only what he
himself can do?
Ans. Delegation
helps a manager to extend his area of operation by allowing him to transfer
tasks and responsibilities to others. This enables the manager to focus on
higher-level activities and strategic decision-making, rather than being
limited to what he can personally handle. Delegation expands the manager's
reach and effectiveness within the organization.
Q.20.State any five points which highlight the importance
of delegation of authority?
Ans. Increased Productivity: Delegation of
authority allows tasks to be distributed among capable individuals, leading to
increased productivity and efficiency in the organization.
Employee Empowerment: Delegation
empowers employees by giving them the authority and responsibility to make
decisions and take ownership of their work, which enhances job satisfaction and
motivation.
Effective Time Management: Delegation
allows managers to prioritize their time and focus on strategic activities,
while tasks are delegated to others who are better suited to handle them,
resulting in effective time management.
Skill Development: Delegation
provides opportunities for employees to develop new skills and enhance their
capabilities through challenging assignments and increased responsibilities.
Organizational Growth: Delegation
of authority enables organizational growth by creating a pool of skilled and
empowered individuals who can take on leadership roles and drive the growth and
development of the organization.
Q.21. Decentralisation is a key element in effective
organizing Explain with the help of any four reasons?
Ans. Faster Decision-Making: Decentralization
allows for faster decision-making as authority is dispersed across various
levels or units of the organization. Decisions can be made closer to the point
of action, enabling quicker responses to market changes and customer needs.
Improved Flexibility and
Adaptability: Decentralization promotes flexibility and adaptability in
the organization. Local managers or units have the autonomy to tailor their
strategies and operations to specific market conditions or customer
preferences, leading to better responsiveness and agility.
Enhanced Employee
Engagement and Motivation: Decentralization empowers employees at lower
levels by involving them in decision-making and giving them a sense of
ownership. This increased involvement and responsibility can enhance employee
engagement, motivation, and job satisfaction.
Effective Resource Utilization: Decentralization
allows for effective resource utilization by distributing decision-making
authority. Local managers or units have a better understanding of their
resource needs and can allocate resources efficiently based on their specific
requirements, leading to optimal resource utilization.
LONG ANSWER QUESTIONS
Q.1.What is decentralization? How does decentralization
differ from delegation of authority?
Ans. Decentralization is a management concept
that involves the distribution of decision-making authority and power from the
top level of an organization to lower levels or individual units. It aims to
grant more autonomy and decision-making power to those closer to the point of
action or knowledge.
Delegation of authority, on the other hand, refers to the
process of assigning specific tasks, responsibilities, and decision-making
authority from a superior to a subordinate within the same organization. It
involves transferring authority to make decisions, but the ultimate
responsibility still rests with the delegator.
The main difference between decentralization and
delegation of authority is the scope and level of decision-making power
involved. Decentralization involves a broader transfer of decision-making
authority to lower levels or units of the organization, often resulting in
semi-autonomous or independent entities. It involves redistributing power and
decision-making throughout the organization.
On the other hand, delegation of authority is more
focused on assigning specific tasks and decision-making authority to
individuals or teams within an existing organizational structure. It is a
narrower form of authority transfer, typically within the framework of a
centralized or hierarchical organization.
In summary, decentralization is a broader concept that
involves redistributing decision-making authority throughout the organization,
while delegation of authority is a narrower process of assigning specific tasks
and decision-making authority within the existing organizational structure.
Q.2.What is delegation of authority state the
steps contained in its process?
Ans. Delegation of authority is the process
of assigning tasks, responsibilities, and decision-making authority from a
superior to a subordinate within an organization. The steps involved in the delegation
process are as follows:
Assigning the task: The
delegator identifies a specific task or responsibility that needs to be
delegated and selects the appropriate subordinate to whom the task will be
assigned.
Granting authority: The
delegator grants the necessary authority and decision-making power to the
subordinate to carry out the assigned task. This includes defining the
boundaries and limits of the delegated authority.
Defining expectations: The
delegator communicates the expectations, objectives, and desired outcomes of
the delegated task to the subordinate. This includes discussing the purpose,
timelines, resources, and quality standards associated with the task.
Providing support: The
delegator provides necessary support, resources, and guidance to the
subordinate to ensure successful completion of the delegated task. This may
involve training, mentoring, or providing access to relevant information and
tools.
Monitoring and feedback: The
delegator keeps track of the progress of the delegated task and provides
regular feedback and guidance to the subordinate. This helps in assessing the
performance, addressing any challenges or issues, and ensuring alignment with
organizational goals.
Accountability and
evaluation: The delegator holds the subordinate accountable for the
delegated task and evaluates their performance based on the agreed-upon
standards and expectations. This involves reviewing the outcomes, identifying
areas for improvement, and recognizing achievements.
Review and adjustment: After
completion of the delegated task, the delegator reviews the overall delegation
process, assesses its effectiveness, and identifies any necessary adjustments
or improvements for future delegation.
By following these steps, delegation of authority can be
effectively implemented, enabling the development of subordinates, fostering
teamwork, and improving overall organizational efficiency.
Q.3. A manager is of the view that he is not responsible
for the quality of work that he has delegated to this subordinate do you agree
with this viewpoint justify your answer by giving proper arguments?
Ans. No, I do not agree with the viewpoint
that a manager is not responsible for the quality of work delegated to their
subordinate. There are several arguments to support this:
Accountability: As a
manager, it is the responsibility to ensure that tasks are delegated to
competent individuals and that they have the necessary resources and support to
successfully complete their work. The manager remains accountable for the
overall outcomes and quality of the delegated tasks.
Supervisory role: Even
though the manager delegates tasks, they still have a supervisory role to play.
It is their duty to monitor the progress of the delegated work, provide
guidance, and offer feedback and support to their subordinates. This includes
ensuring that the quality standards are met and addressing any issues or
concerns that may arise.
Overall responsibility: The
manager is ultimately responsible for the performance and success of their team.
Delegating work is a way to distribute tasks and empower subordinates, but it
does not absolve the manager of their overall responsibility for the team's
outcomes. The manager should actively engage in monitoring, coaching, and
providing necessary resources to ensure the quality of work.
Reputation and credibility: The
quality of work reflects not only on the subordinate but also on the manager
and the organization as a whole. If the manager distances themselves from the
quality of delegated work, it can negatively impact their reputation and
credibility as a leader. Taking responsibility for the delegated work
demonstrates commitment and ensures that standards are met.
In conclusion, while delegation allows managers to
distribute tasks and empower their subordinates, it does not remove the
manager's responsibility for the quality of work. A manager should actively
engage in monitoring, providing support, and taking accountability to ensure
successful outcomes and maintain their role as a responsible leader.
Q.4. If we delegate the authority we multiply it by two
if the decentralize it we multiply it by many how?
Ans. When we delegate authority, we empower
individuals at lower levels of the organization by granting them
decision-making powers within their assigned areas of responsibility. This
multiplication effect occurs because the manager transfers some of their
authority to their subordinates, allowing them to make decisions and take
actions independently. It is like multiplying the authority by two because both
the manager and the subordinate have decision-making authority.
On the other hand, when we decentralize authority, we
distribute decision-making power across multiple levels or units within the
organization. Each level or unit is given a certain degree of autonomy and
decision-making authority based on their specific responsibilities. This
multiplication effect occurs because authority is dispersed to several
individuals or units throughout the organization. It is like multiplying the
authority by many because there are multiple decision-makers at different
levels or units.
In summary, delegation of authority multiplies it by two
as both the manager and the subordinate have decision-making authority, while
decentralization of authority multiplies it by many as decision-making
authority is dispersed across multiple levels or units within the organization.
Q.5. Decentralisation is different from delegation of
authority Explain with the help of an examples?
Ans. Decentralization and delegation of authority
are two distinct concepts in organizational management.
Decentralization refers to the distribution of
decision-making power and authority across various levels or units within an
organization. It involves transferring decision-making authority to lower
levels, allowing greater autonomy and independence in decision-making. For
example, in a decentralized retail company, each regional branch may have the
authority to make decisions regarding product selection, pricing, and
promotions based on the specific needs and preferences of their local market.
The central headquarters may set general guidelines and strategic objectives,
but the decision-making power is dispersed to the regional branches.
On the other hand, delegation of authority involves the
transfer of authority and responsibility from a higher-level manager to a
subordinate. It is the process of assigning tasks, granting decision-making
power, and holding individuals accountable for their performance. For example,
a manager in a manufacturing company may delegate the authority to make
production decisions to a team leader. The team leader is given the
responsibility to manage the production process, make decisions regarding
production schedules, and ensure the quality of output within the parameters
set by the manager.
In summary, decentralization involves distributing
decision-making authority across different levels or units of an organization,
while delegation of authority involves transferring authority and
responsibility from a higher-level manager to a subordinate within a specific
task or role.
Q.6. Why is it necessary to delegate authority in an
organisation?
Ans. Delegating authority in an organization is
necessary for several reasons:
Effective workload
management: Delegation allows managers to distribute tasks and
responsibilities among their subordinates. By delegating authority, managers
can ensure that work is distributed evenly and that no one individual becomes
overwhelmed with an excessive workload. This helps in improving productivity
and preventing burnout.
Development of employees: Delegation
provides opportunities for employees to develop their skills, knowledge, and
expertise. By entrusting them with authority and responsibility, employees can
gain valuable experience, learn new tasks, and enhance their capabilities. This
fosters their professional growth and prepares them for higher-level roles in
the future.
Time management and focus: Delegating
authority allows managers to focus on higher-level tasks, strategic planning,
and decision-making. By assigning routine or operational tasks to capable
subordinates, managers can free up their time and energy to concentrate on more
critical aspects of their role, such as setting goals, building relationships,
and driving organizational success.
Promotes teamwork and
collaboration: Delegation encourages teamwork and collaboration within
the organization. When authority is delegated, it involves assigning tasks to
individuals or teams, promoting cooperation, and fostering a sense of shared responsibility.
This improves communication, coordination, and synergy among team members,
leading to better outcomes and a more harmonious work environment.
Enhances organizational
flexibility and agility: Delegation of authority enables organizations
to be more flexible and responsive to changing circumstances. It empowers
employees to make decisions and take appropriate actions in their areas of
responsibility. This allows the organization to adapt quickly to market
dynamics, customer needs, and unforeseen challenges, enabling it to stay
competitive and agile in a dynamic business environment.
Overall, delegation of authority is essential for
effective organizational management as it optimizes work distribution, promotes
employee development, enables effective time management, fosters collaboration,
and enhances organizational flexibility.
Q.7. Explain briefly the elements of delegation can
responsibility be delegated Explain with examples?
Ans. The elements of delegation include:
Authority: Authority
refers to the power or right to make decisions, give instructions, and take
actions. It is the key element that is delegated from a manager to a
subordinate. When authority is delegated, the subordinate is empowered to make
decisions within the scope of their assigned responsibilities.
Responsibility: Responsibility
refers to the obligation to perform a specific task or duty. While authority
can be delegated, responsibility cannot be completely delegated. The manager
remains ultimately responsible for the outcomes and results of the delegated
tasks. However, the manager can delegate the responsibility of completing specific
tasks to subordinates.
Accountability: Accountability
refers to being answerable for the outcomes of delegated tasks. Even though the
manager delegates authority and assigns responsibility to subordinates, they
still hold the ultimate accountability for the results. The subordinate is
accountable to the manager for the successful completion of the assigned tasks.
Trust: Trust
is an essential element of delegation. It involves having confidence in the
abilities and judgment of the subordinate to carry out delegated tasks
effectively and responsibly. Trust is crucial for effective delegation as it
creates a positive work environment and allows for smooth workflow and
decision-making.
Regarding the question of whether responsibility can be
delegated, it's important to note that while the overall responsibility for the
outcome remains with the manager, specific tasks and duties can be delegated to
subordinates. For example, a manager may delegate the responsibility of
preparing a project report to a team member. The team member is responsible for
completing the report accurately and on time, but the manager remains
responsible for the final review and submission of the report.
In summary, while authority and responsibility can be
delegated, the ultimate accountability for outcomes rests with the manager.
Responsibility can be delegated for specific tasks, but the overall
responsibility remains with the delegating authority.
Q.8.What is decentralization of authority? How is it
different from delegation of authority?
Ans. Decentralization of authority is the
process of distributing decision-making power and responsibilities to lower
levels of an organization. It involves transferring decision-making authority
from higher-level management to middle or lower-level managers or departments
within the organization.
The key differences between
decentralization and delegation of authority are:
Scope: Decentralization
involves the broader distribution of decision-making power and responsibilities
across different levels or units of the organization. It encompasses a wide
range of decisions and functions. Delegation, on the other hand, focuses on the
transfer of specific authority and responsibility for assigned tasks or
projects.
Level of Decision-Making: Delegation
typically occurs within a hierarchical structure, where a higher-level manager
delegates authority to a lower-level manager or employee. It empowers individuals
or teams to make decisions within their assigned tasks or roles.
Decentralization, however, involves the dispersal of decision-making power
across different levels or units of the organization, allowing greater autonomy
and independence in decision-making.
Degree of Control: In
delegation, the higher-level manager retains a certain level of control and
oversight over the delegated tasks. The manager sets the goals, provides
guidelines, and monitors progress and outcomes. In decentralization, lower-level
managers or departments have a greater degree of autonomy and independence in
decision-making, resulting in less direct control from higher-level management.
In summary, decentralization of authority involves the
wider distribution of decision-making power and responsibilities across the
organization, while delegation of authority is the transfer of specific
authority and responsibility for assigned tasks or projects within the
hierarchical structure. Decentralization grants more autonomy and independence
to lower-level managers, while delegation is a more focused and task-specific
transfer of authority.
Q.9.What is meant by delegation of authority how is it
different from decentralization of authority?
Ans. Delegation of authority refers to the
process of transferring decision-making power and responsibilities from a
higher-level manager to a lower-level manager or employee for specific tasks or
functions within an organization.
Decentralization of authority, on the other hand,
involves the broader distribution of decision-making power and responsibilities
across different levels or units of the organization. It involves granting more
autonomy and independence to lower-level managers or departments, allowing them
to make decisions within their assigned areas of responsibility.
In summary, delegation of authority is a specific and
task-oriented transfer of decision-making power, while decentralization of
authority is a broader approach that involves the distribution of
decision-making power across different levels or units of the organization.
Q.10.The concepts of centralization and decentralization
are related to the concept of delegation Explain?
Ans. The concepts of centralization,
decentralization, and delegation are interrelated as they all deal with the
distribution of authority and decision-making within an organization.
Delegation of authority is the process of transferring
decision-making power from a higher-level manager to a lower-level manager or
employee. It allows for effective task management and empowers employees to
make decisions within their assigned responsibilities.
Centralization refers to the concentration of
decision-making power at the top or a specific central authority within the
organization. In a centralized structure, authority and decision-making are
retained by a few individuals at the higher levels of the hierarchy.
Decentralization, on the other hand, involves the
dispersal of decision-making power and authority to lower levels or units
within the organization. It allows for greater autonomy and decision-making capabilities
at the lower levels.
Centralization and decentralization are related to
delegation in the sense that they determine the extent to which authority is
delegated. In a centralized structure, delegation may be limited, and
decision-making authority remains concentrated at the top. In a decentralized
structure, delegation is more extensive, with authority being dispersed to
lower levels.
Overall, delegation of authority can be influenced by the
degree of centralization or decentralization in an organization. In a
centralized structure, delegation may be limited, while in a decentralized
structure, delegation is more prevalent as decision-making is distributed
across various levels or units.
Q.11. Discuss the principle of delegation by results
expected and principle of absolute responsibility?
Ans. The principle of delegation by results
expected and the principle of absolute responsibility are two important
principles related to the delegation of authority in an organization.
Principle of delegation by
results expected: This principle emphasizes that authority should be
delegated based on the desired outcomes or results to be achieved. Instead of
focusing on specific tasks or methods, the focus is on defining the goals and
objectives and granting authority to individuals or teams to achieve those
results. The person or team delegated with authority is given the freedom to
determine the best way to accomplish the desired outcomes.
For example, a manager may delegate the responsibility of
increasing sales by 20% within a specific time frame to a sales team. The sales
team is given the authority to make decisions regarding sales strategies,
customer targeting, pricing, and promotions to achieve the desired sales growth.
Principle of absolute
responsibility: This principle states that while authority can be
delegated, responsibility cannot be transferred or delegated. It means that
even when authority is given to someone, the ultimate responsibility for the
outcomes or consequences of their actions lies with the person who delegated
the authority.
For example, if a manager delegates the authority to make
financial decisions to a finance manager, the finance manager has the authority
to make financial decisions on behalf of the organization. However, the manager
retains the overall responsibility for the financial performance and outcomes
of those decisions.
The principle of absolute responsibility ensures that
there is accountability for the results achieved through delegation. It
reinforces the idea that while authority can be shared or delegated, the
ultimate responsibility lies with the person in a higher position who has
delegated the authority.
In summary, the principle of delegation by results
expected focuses on delegating authority based on desired outcomes, while the
principle of absolute responsibility emphasizes that responsibility cannot be
delegated and the person delegating the authority remains ultimately
accountable for the outcomes. Both principles work together to ensure effective
delegation of authority while maintaining accountability within the
organization.
Q.12.What are the problems in delegation of authority?
How these can be overcome?
Ans. Problems in delegation of authority can
include lack of trust, inadequate communication, unclear authority and
responsibility, fear of subordinates' success, and lack of necessary skills. To
overcome these problems:
Build trust: Foster
trust by providing support, training, and guidance to subordinates.
Clear communication: Clearly
communicate objectives, expectations, and guidelines for delegated tasks.
Define authority and
responsibility: Clearly define the scope of authority and responsibility
for each task.
Provide training and
development: Offer training and development opportunities to enhance
subordinates' skills.
Encourage and recognize
success: Create
a positive environment that encourages and recognizes successful delegation.
By addressing these problems and implementing these
solutions, organizations can improve the delegation of authority and enhance
overall effectiveness.
Q.13.Discuss the barriers to effective delegation?
Ans. Barriers to effective delegation can
include:
Lack of trust: If
there is a lack of trust between the manager and subordinates, delegation may
be hindered. The manager may hesitate to delegate important tasks due to
concerns about the subordinates' ability to perform.
Micromanagement: Some
managers struggle to let go of control and tend to micromanage delegated tasks.
This hampers the autonomy and growth of subordinates.
Inadequate communication: Poor
communication can lead to misunderstandings and incomplete or incorrect task
execution. Lack of clear instructions and feedback can hinder effective
delegation.
Fear of losing authority: Managers
may fear that delegating authority will diminish their own power or make them
dispensable. This fear can prevent effective delegation and hinder the growth
of subordinates.
Lack of training and
support: Insufficient
training and support for subordinates can lead to a lack of confidence and
competence, making it difficult for them to perform delegated tasks
effectively.
To overcome these barriers, managers can focus on
building trust, improving communication, providing necessary training and
support, and empowering subordinates to take ownership of their delegated
tasks. It is important to create a culture that values and encourages effective
delegation and provides the necessary resources for its success.
Q.14. Discuss various elements of delegation how is it
different from decentralization?
Ans. Elements of Delegation:
Authority: Delegation
involves transferring authority from a manager to a subordinate, giving them
the power to make decisions and take actions.
Responsibility: Along
with authority, responsibility is also delegated. The subordinate becomes
accountable for the assigned tasks and their outcomes.
Accountability: The
subordinate is answerable to the manager for the delegated tasks and their
results. They provide updates and reports on progress.
Control: The
manager retains overall control and sets guidelines and expectations for the
delegated tasks. They monitor progress and provide guidance as needed.
Trust: Delegation
relies on trust between the manager and subordinate. The manager trusts the
subordinate to carry out the tasks effectively and responsibly.
Difference from Decentralization:
Scope: Delegation
is usually limited to specific tasks or responsibilities within a department or
team, while decentralization involves the broader distribution of
decision-making authority across different organizational units or levels.
Decision-making power: Delegation
focuses on transferring decision-making power from a higher-level manager to a
lower-level subordinate. Decentralization, on the other hand, involves
distributing decision-making power across multiple levels or entities within
the organization.
Autonomy: Delegation
allows subordinates to have some level of autonomy in decision-making within
their delegated authority. Decentralization aims to grant greater autonomy to
different units or departments, enabling them to make decisions independently.
Organizational structure: Delegation
operates within an existing hierarchical structure, where managers delegate
authority to their subordinates. Decentralization involves redefining the
organizational structure by distributing decision-making power across multiple
levels or units.
In summary, delegation focuses on transferring authority
and responsibility within a specific department or team, while decentralization
involves redistributing decision-making authority across different units or
levels of the organization. Delegation is a component of decentralization, but
decentralization encompasses a broader and more extensive redistribution of
decision-making power.
Q.15.What do you mean by decentralization write
advantages and disadvantages of decentralization?
Ans. Decentralization refers to the
distribution of decision-making authority and power across various levels or
units within an organization. In decentralized organizations, decision-making
and operational responsibilities are delegated to lower-level managers or
units, allowing them to have greater autonomy and flexibility.
Advantages of Decentralization:
Faster decision-making: Decentralization
allows for quicker decision-making as authority is dispersed to lower levels.
This reduces the need for hierarchical approvals and enables timely responses
to market changes and customer demands.
Increased employee
motivation and engagement: Decentralization empowers employees by giving
them decision-making authority and responsibility. This can lead to higher
levels of motivation, job satisfaction, and overall employee engagement.
Enhanced customer focus: Decentralization
enables units or departments to be closer to customers and better understand
their needs. This results in improved customer responsiveness and the ability
to tailor products or services to specific market segments.
Improved innovation and
creativity: Decentralized units have the freedom to experiment,
innovate, and adapt to local market conditions. This fosters a culture of
creativity and entrepreneurship, driving innovation within the organization.
Development of managerial
skills: Decentralization
provides opportunities for lower-level managers to develop their leadership and
decision-making skills. They gain valuable experience in managing resources,
handling challenges, and driving results.
Disadvantages of Decentralization:
Lack of coordination: Decentralization
can lead to challenges in coordination and communication across different units
or departments. Without proper coordination mechanisms, there is a risk of
duplication of efforts, inconsistent decision-making, or conflicting
strategies.
Loss of control: With
decentralization, there is a potential loss of central control over
decision-making and operations. This can make it difficult for top management
to ensure consistency, enforce policies, or maintain organizational standards.
Potential for
inefficiencies: Decentralization may result in redundant functions,
resources, or systems across different units. Ineffective coordination and lack
of economies of scale can lead to inefficiencies, increased costs, or reduced
overall performance.
Variations in
decision-making quality: Decentralized decision-making means that the
quality of decisions may vary across units or managers. Without proper
guidelines or monitoring, there is a risk of inconsistent decision-making or
suboptimal outcomes.
Organizational alignment
challenges: Decentralization requires a careful balance between
autonomy and alignment with organizational goals and strategies. Ensuring that
decentralized units are aligned and working towards common objectives can be a
complex task.
It's important to note that the advantages and
disadvantages of decentralization can vary depending on the specific context
and implementation within an organization. Successful decentralization requires
effective communication, coordination mechanisms, clear guidelines, and ongoing
monitoring to strike the right balance between autonomy and alignment.
Q.16.What is meant by decentralization state any three
points that highlight the importance of decentralization?
Ans. decision-making as authority is
delegated to lower levels. This enables faster responses to market changes,
customer needs, and competitive pressures. With decision-making authority
closer to the point of action, organizations can adapt and respond more effectively
to dynamic environments.
Improved employee
motivation and engagement: Decentralization empowers employees by giving
them decision-making authority and responsibility. This can lead to higher
levels of employee motivation, job satisfaction, and overall engagement.
Employees feel a sense of ownership and empowerment when they are involved in
decision-making processes and have the opportunity to contribute their ideas
and expertise.
Enhanced innovation and
creativity: Decentralization fosters a culture of innovation and
creativity within the organization. When decision-making authority is
dispersed, lower-level managers and employees have the freedom to experiment,
take risks, and explore new ideas. This promotes innovative thinking,
problem-solving, and the development of new products, services, or processes.
Decentralized units are often better positioned to identify and capitalize on
local market opportunities and customer insights.
It's important to note that the degree of
decentralization needed may vary depending on the nature of the organization,
its goals, and the external environment. While decentralization offers several
benefits, it should be implemented strategically and balanced with appropriate
coordination mechanisms to ensure alignment with overall organizational
objectives.
Q.17. Distinguish between delegation and decentralization
on the basis of?
Ans. Delegation and decentralization can be
distinguished on the basis of several factors. Here are a few key points of
distinction:
Authority Transfer: Delegation
involves the transfer of authority from a higher-level manager to a lower-level
employee or subordinate. It is a process of assigning specific tasks and
responsibilities to individuals. On the other hand, decentralization refers to
the transfer of decision-making authority from a central authority to multiple
levels or units within an organization. It involves the distribution of
decision-making power across various levels.
Scope of Decision-Making: Delegation
typically focuses on specific tasks or responsibilities assigned to
individuals. It involves the transfer of authority to make decisions related to
those specific tasks. Decentralization, on the other hand, involves broader
decision-making authority across various functions, departments, or units
within the organization. It encompasses a wider scope of decision-making,
including strategic, operational, and administrative decisions.
Control and Coordination: Delegation
is more focused on control and coordination within a specific role or position.
The higher-level manager retains overall control and is responsible for
monitoring and evaluating the delegated tasks. In contrast, decentralization
aims to distribute decision-making authority to lower levels or units. It
allows for greater autonomy and decision-making power at those levels, reducing
the need for central control and coordination.
Objective: The
objective of delegation is to effectively utilize the skills and capabilities
of individual employees and promote their growth and development. It allows for
specialization and efficient task completion. Decentralization, on the other
hand, aims to distribute decision-making authority to improve organizational
responsiveness, adaptability, and local market knowledge. It seeks to foster
innovation, empower employees, and facilitate faster decision-making.
It's important to note that delegation and
decentralization are not mutually exclusive concepts and can coexist in an
organization. While delegation focuses on specific tasks and responsibilities,
decentralization involves a broader distribution of decision-making authority
across the organization. The degree of delegation and decentralization can vary
depending on organizational needs, structures, and objectives.
Q.18. Authority and responsibility are two important
elements in delegation of authority Explain the two?
Ans. Authority and responsibility are two key
elements in the delegation of authority. Here's a brief explanation of each:
Authority: Authority
refers to the power or right vested in an individual or position within an
organization to make decisions, give instructions, and take actions. It is the
legitimate power to direct and control others, allocate resources, and enforce
organizational policies. Authority flows from higher-level positions to
lower-level positions through the process of delegation. The delegation of
authority allows a manager to empower subordinates with the necessary authority
to carry out assigned tasks and make decisions within their designated roles.
Authority provides individuals with the necessary power and control to
effectively perform their delegated responsibilities.
Responsibility: Responsibility
is the obligation or duty of an individual or position to perform assigned
tasks, achieve objectives, and fulfill job requirements. It is the
accountability for the outcomes and consequences of one's actions and
decisions. In the context of delegation, responsibility is assigned along with
the delegated authority. When authority is delegated, the corresponding
responsibility for the outcomes and results of the delegated tasks is also transferred.
This means that individuals who are delegated authority are accountable for the
successful completion of their assigned responsibilities. They are expected to
exercise the delegated authority in a responsible manner and deliver the desired
outcomes.
In summary, authority represents the power and right to
make decisions and take actions, while responsibility denotes the obligation
and accountability for carrying out assigned tasks and achieving desired
results. Effective delegation of authority involves a careful balance between
assigning the appropriate level of authority to individuals and holding them
responsible for the outcomes of their delegated tasks.
Q.19. Decentralization is an important philosophy that
implies selective dispersal of authority in the light of this statement explain
any four points of importance of decentralization?
Ans. Decentralization is an important
philosophy that involves the selective dispersal of authority throughout an
organization. Here are four points highlighting the importance of
decentralization:
Improved decision-making: Decentralization
allows for decision-making to be distributed among various levels of the
organization, closer to where the information and expertise reside. By
empowering lower-level employees with decision-making authority, organizations
can benefit from faster decision-making, as well as more accurate and informed
decisions. This can lead to increased efficiency, agility, and adaptability to
changing circumstances.
Increased employee motivation
and engagement: Decentralization gives employees greater autonomy and
empowerment in their roles. When individuals have the authority to make
decisions and take ownership of their work, they are more likely to feel
motivated, engaged, and responsible for their outcomes. This can result in
higher levels of job satisfaction, improved employee morale, and increased
productivity.
Enhanced customer focus and
responsiveness: Decentralization allows organizations to be more
responsive to customer needs and preferences. When decision-making is pushed
closer to the customer-facing units, such as regional branches or local teams,
it enables quicker responses to customer inquiries, customization of products
or services, and tailored solutions. This customer-centric approach can lead to
higher customer satisfaction, loyalty, and ultimately, business growth.
Development of managerial
talent: Decentralization
provides opportunities for the development of managerial talent within an
organization. By delegating authority to lower-level managers, organizations
can groom and nurture their leadership potential. Managers at different levels
get the chance to exercise decision-making authority, handle responsibilities,
and develop their managerial skills. This helps in building a strong leadership
pipeline and ensures the availability of capable leaders to drive
organizational success.
In summary, decentralization brings benefits such as
improved decision-making, increased employee motivation, enhanced customer
focus, and the development of managerial talent. It promotes a more flexible
and responsive organizational structure that can effectively address the
challenges and demands of a dynamic business environment.
Q.20. Besides effective management and employee
development delegation helps the organisation in different ways Explain any
four such ways?
Ans. Besides effective management and
employee development, delegation helps the organization in various ways. Here
are four ways in which delegation benefits an organization:
Increased productivity: Delegation
allows managers to distribute tasks and responsibilities among their team
members. By assigning tasks to individuals who have the necessary skills and
knowledge, managers can ensure that work is completed more efficiently and
effectively. This leads to increased productivity and throughput within the
organization.
Empowered and motivated
workforce:
Delegation empowers employees by giving them authority and
decision-making capabilities in their assigned tasks. When employees are
entrusted with responsibilities and have the freedom to make decisions, they
feel more engaged and motivated. This sense of ownership and autonomy can lead
to higher job satisfaction and better overall performance.
Skill development and
growth: Delegation
provides opportunities for employees to develop new skills and enhance their
capabilities. When employees are given challenging tasks and responsibilities,
they are encouraged to learn and acquire new knowledge. Delegation helps in
building a skilled and versatile workforce by allowing employees to expand
their competencies and grow professionally.
Improved teamwork and
collaboration: Delegation encourages teamwork and collaboration within
the organization. When tasks are delegated, team members need to work together,
share information, and coordinate their efforts to achieve common goals. This
fosters a culture of collaboration, enhances communication, and strengthens
relationships among team members. It also promotes a sense of collective
responsibility and encourages a supportive and cohesive work environment.
In summary, delegation helps organizations by increasing
productivity, empowering and motivating the workforce, fostering skill
development and growth, and promoting teamwork and collaboration. It allows for
the effective utilization of resources and capabilities within the
organization, leading to improved performance and organizational success.
Q.21. Delegation is the entrustment of responsibility and
authority to another and the creation of accountability for performance in the
light of this statement identify and explain the essential elements of
delegation?
Ans. In light of the statement that
delegation is the entrustment of responsibility and authority to another and
the creation of accountability for performance, the essential elements of
delegation can be identified and explained as follows:
Assignment of
responsibility: Delegation involves assigning specific tasks, duties, or
responsibilities to another individual or team. This includes clearly defining
the scope of work, objectives, and expected outcomes. The manager or delegator
determines the responsibilities that will be transferred and ensures that they
are well understood by the delegate.
Granting of authority: Along
with responsibility, delegation involves granting the necessary authority to
the delegate to make decisions, take actions, and carry out the assigned tasks.
Authority can include decision-making power, access to resources, and the
ability to represent the delegator in certain situations. The level of
authority delegated should align with the responsibility assigned.
Accountability for
performance: Delegation establishes accountability for the performance
and outcomes of the delegated tasks. The delegate becomes accountable to the
delegator, the team, or the organization for fulfilling the assigned
responsibilities effectively and achieving the desired results. Accountability
includes being answerable for the quality, timeliness, and success of the
delegated tasks.
Communication and clarity: Effective
communication is a crucial element of delegation. The delegator must clearly
communicate the expectations, instructions, and desired outcomes to the
delegate. This includes providing relevant information, resources, and any
necessary guidelines or procedures. Clear communication helps in avoiding
misunderstandings and ensures that both parties are on the same page.
Monitoring and feedback: Delegation
involves ongoing monitoring and feedback to ensure that the delegated tasks are
being performed properly. The delegator should establish mechanisms to track
progress, review the delegate's performance, and provide constructive feedback.
Regular communication and feedback help in addressing any issues or challenges
that may arise during the delegated tasks.
By incorporating these essential elements of delegation -
assignment of responsibility, granting of authority, accountability for
performance, communication and clarity, and monitoring and feedback - managers
can effectively delegate tasks and responsibilities, enabling them to focus on
higher-level strategic activities while empowering others to contribute to the
organization's success.
A. One Word or One line
Questions
Q. 1. What is delegation of authority?
Ans. Delegation refers to such an
administrative process under which the managers transfer their authority to
their subordinates.
Q. 2. What is
authority?
Ans. Authority refers to that power of a
managerial official which he uses to give orders to his subordinates and to
make various decisions.
Q. 3. What is
responsibility?
Ans. Responsibility is the duty to
perform the task efficiently.
Q. 4. What is
accountability?
Ans. Accountability implies that the
subordinate must accomplish the given task with efficiency and he is responsible
for the success or failure of that task.
Q. 5. What is
centralisation?
Ans. The concentration of authority
or decision making power in the hands of a single manager or a small group of
managers is known as centralization.
Q. 6. Name the concept which increases the
work load of top management.
Ans. Centralisation.
Q. 7. What is
decentralisation?
Ans. The division or dispersion of authority
or decision making power in the whole of the organisation is called
decentralization.
B. Fill in the Blanks
1. Accountability is
the obligation of a subordinate towards the superior.
2. The responsibility of a superior does not decrease with delegation.
3. Decentralisation reduces the
burden of top management.
4.
Centralisation reduces the role of subordinates in the
organisation.
5. Authority is generally delegated
from top to bottom.
C. True or False Statements
1. A superior can withdraw the
delegated authority. True
2. Delegation improves the morale of
employees. True
3. Authority flows downward. True
4. Delegation takes place when a subordinate
is given the order. False
D.
MCQ
1. Degree of
decentralisation in the organisation is high:
(a) When subordinates
take more important decisions
(b) When more
subordinates work under a manager
(c) When no power is
delegated to subordinates
(d) All the above.
(a) When subordinates take more
important decisions
2. Which one of the
following is not a relevant step in the process of delegation of authority?
(a) Motivation to
subordinates (b)
Punishment for wrong work
(c) Reward for proper
use of authority (d) None of these.
(b) Punishment for wrong work
3. Authority flows
(a) Downward (b) Upward
(c) Both ways (d) None of these.
(a) Downward
4. Centralisation is
helpful in:
(a) Achieving
uniformity of action (b)
Ensuring Co-ordination
(c) Both the above
(d) None of the above.
(a) Achieving uniformity of action
5. When decision-making power is dispersed
upto lower level in the organisation, what is this situation called?
(a) Centralisation (b)
Decentralisation
(c) Both (a) and
(b) (d) None of
these.
(b) Decentralisation
Two
Marks Questions:
Q. 1. Define
delegation.
Ans. Delegation refers to such an
administrative process under which the managers transfer their authority to
their subordinates in a well-regulated way so that the subordinates may perform
their functions with independence and efficiency and hence the objectives of
the organisation may be achieved.
Q. 2. What is meant by
accountability?
Ans. The answerability of the
subordinate to the superior regarding the efficient accomplishment of the given
task is accountability. It originates out of the authority delegated to
accomplish a given task.
Q. 3. Define
responsibility.
Ans. Whenever a superior assigns a
task to the subordinate, then it is the responsibility of the subordinate to
accomplish that task with efficiency. Thus, responsibility is the duty to
accomplish the assigned task. It is absolute in itself and it cannot be
delegated further.
Q. 4. Define authority.
Ans. Authority refers to that power
which an official working in organisation has by virtue of his position. It is
the power to take decisions, to direct the activities of others (subordinates)
and to influence their behaviour. But, authority is related to a position and
not a person.
Q. 5. Define centralisation.
Ans. The concentration of authority
or decision making power in the hands of a single manager or a small group of
managers is known as centralization. Centralization limits the role of
subordinates in the organisation. Centralization is useful for the small
organisations. But, centralization is not suitable to large organisations.
Q. 6. Define
decentralisation.
Ans. The division or dispersion of
authority or decision making power in the whole of the organisation from top
level management to the lower level management is called decentralization.
Four
Marks Questions:
Q. 1. Discuss any four
principles of delegation.
Ans. 1. Authority should be Commensurate with Responsibility:
According to this principle, there should be balance between authority and
responsibility. Authority should neither be more nor less than responsibility.
2.
Principle of Absolute Responsibility: According to this
principle, a superior can delegate authority only; delegation of responsibility
cannot be done. The absolute or ultimate responsibility for the task rests with
the superior only.
3.
Principle of Unity of Command: According to this principle, a
subordinate must get orders from one superior only and he should be accountable
to one superior only.
4.
Principle of Delegation by Results Expected: According to this
principle, the authority delegated to any subordinate should be sufficient
enough to achieve the desired results.
Q. 2. Discuss any four
importance of delegation of authority.
Ans. 1. Helpful in Efficient Management: Delegation
reduces the workload of the superiors. Hence, they can devote their time and
energy to important functions like planning, directing and controlling etc.
This ensures efficient management in the organisation.
2.
Individual Development of Employees: Due to delegation of
authority, the subordinates get the opportunity to perform important functions
with independence. Consequently, individual development of employees takes
place.
3.
Basis of Organisational Framework: By determining the
superior-subordinate relations, this concept determines the functional
relations in the organisation. Thus, this concept lays down the basic framework
of the organisation.
4.
Growth and Expansion of Organisation: Due to delegation of
authority in any organisation, personal and professional development of the
employees takes place. By utilizing the services of such employees, any
organisation can grow and expand rapidly.
Q. 3. Write any four
features of accountability.
Ans.
(i) It can neither be distributed nor delegated.
(ii) It flows from bottom to top.
(iii) It differs from responsibility.
(iv) It has specific standards.
Q. 4. Write any four
features of responsibility.
Ans.
(i) It flows from bottom to top.
(ii) It originates when a task is
assigned.
(iii) It is absolute. It means that
it cannot be delegated further.
(iv) Responsibility and authority are
two sides of the same coin.
Q. 5. Differentiate
between authority and power.
Ans.
Authority |
Power |
Right to order. It is used due to position in the
organisation. As a person has authority due to a
specific position in the organisation, so it has legitimacy. As an official rises in the
official hierarchy, it |
Capacity to order. It is used by the individual due to
his individual qualities. It is not institutional, but
personal. So, it does not have legitimacy. It has nothing to do with
organisational hierarchy. |
Q. 6. Write any four
barriers in the way of delegation.
Ans. (i) Over Confidence of Superior in His Own Abilities:
If a superior has too much confidence in his own abilities, then delegation of
authority is not possible. Such a superior thinks that only he can accomplish
every task with efficiency. Hence, he does not delegate the authority.
(ii)
Lack of Confidence in Subordinates: If the superior does
not have confidence in the efficiency of subordinates, this also acts as a
barrier in the way of delegation of authority.
(iii)
Fear of Mistakes and Criticism: The subordinates are always fearful
of making mistakes. Due to mistakes, there is fear of criticism also. So, due
to the fear of mistakes and criticism, the subordinates fear to accept
delegated authority.
(iv)
Lack of Self-Confidence: Most of the subordinates lack
self-confidence. So, they hesitate to accept the delegated authority.
Q. 7. Write any four
advantages of centralization.
Ans. (i) Uniformity: Under centralization, all the
decisions are made by the top level management. This brings uniformity in the
actions.
(ii)
Co-ordination: Under centralization, all the
departments follow uniform policies. This brings appropriate co-ordination
among various departments.
(iii)
Economies: Centralization yields economies of
scale.
(iv)
Facilitates Evaluation: The comparison and evaluation of the
performance of various departments can be done easily. This helps to improve
efficiency.
Q. 8. Write any four
advantages of decentralisation.
Ans. (i) Reduction in the Working Burden of Top Executives:
Due to decentralization, top executives can assign routine tasks to the managers
at lower levels. This reduces the working burden on the top executives.
(ii)
Quick Decisions: As a consequence of
decentralization, decision making power is in the hands of those managers who
supervise the functioning of the organisation. Hence, whenever there is need
for making a quick decision, it can be taken easily and quickly.
(iii)
Suitable for Growth and Expansion of Organisation : As there is growth and expansion of the organisation, it becomes large
in size. Hence, an organisation needs decentralization whenever its growth and
expansion take place.
(iv)
Motivation to Subordinates: As a consequence of
decentralization, managers at lower levels in the organisation are given
freedom to take various decisions. This increases their knowledge, experience
and skill. Thus, decentralization plays an important role in motivating the
subordinates.
Q. 9. Write any four
differentiate between delegation and decentralisation.
Ans.
Delegation |
Decentralization |
Delegation is of individual nature.
Under it, a superior assigns authority to a subordinate. Thus, it involves
only two persons. Under it, control is in the hands
of one who delegates the authority. Delegation of authority is
compulsory. If the manager wants the tasks to be done by the others, then it
is essential to delegate the authority. Despite delegation, final
responsibility rests with the official who delegates the authority. He can
delegate authority, but not responsibility. |
Decentralization is
collective by nature. Under it, top level managers assign authority to lower
level managers. Thus, it involves the whole of the organisation. Under
decentralization, top managers have less control and supervision. Decentralization is
not compulsory, rather it is voluntary. It depends upon the will of the top
level management. After decentralization,
responsibility is also transferred. Due to decentralization, responsibility
gets transferred from top managers to departmental heads. |