Delegation | Leadership motivation information

What is delegation and how to delegate

Effective Delegation is the art and science of getting things done by others. Earlier, delegating meant giving jobs to subordinates, It also did not cover the routine part of one’s job and only considered those special tasks assigned from time to time. But today, the concept of delegating has been expanded because. There are many positions that do not have subordinates directly reporting to them and yet have to get work done through others; e.g. a factory manager getting work done through contractors.

• With computerization and networking, the traditional pyramidal structure is breaking down, and individual work centres, with no direct subordinates, are becoming a reality. Yet the concepts of delegation are relevant here also.
• The rules and principles of delegation can be applied in any situation where work has to be got done through others.
• The concept of delegation should apply whether we get a job done by someone else, or on an on-going basis. There is no logic in not considering the routine part of one’s job as a delegated task.

Effective Delegation

Through delegation, a manager is able to multiply the result he can deliver. It is, therefore, also called the manager’s multipliers. One need not be in a position of power to get things done - see how the child is able to get the parents to do things for him/her! Delegation enables the subordinates to be developed. It is a tool for motivation and training. However, mere delegation will not bring results. The person to do the job must be willing, and able to do it. Often managers have psychological barriers to delegation, as they fear that their subordinates will outshine them, they may lose their importance, or they may loss control of the operations. However, by getting work done by the person best suited to do the job, one is ensuring that the best possible results are achieved. Further, by passing down routine and detailing work, the manager is freeing himself for handling more important tasks.

The power of authority may be formal ( by virtue of one's position ) or informal ( by the influence one is able to exert; e.g. a union leader may have excessive informal power in deciding what will or will not be done in an organization ). In downward delegation, a manager must have the power to withdraw the delegation and the authority given to someone if he finds that the job is not getting done, or the authority is being misused Responsibility may not be delegated even when there are others who can do the job when the person in authority gets pleasure from doing the job himself.

Sometimes people assume that an individuals (or an organization) can delegate more just at will. But delegation can only happen effectively, for example, if the right staff have been selected and trained for the job. For delegation to happen an organization needs to pursue definite policies over selection, training, apprising or receiving performance and career planning. Remember that you should not delegate unless you are willing to give the person concerned the necessary authority to do the job, matched with your supportive trust in him. Be available to discuss progress or help with any problems the subordinate cannot deal with himself. When giving authority and responsibility, one must clearly establish limits and controls. Delegation of authority cannot be absolute. It must be commensurate to getting the job done.