Written by Delegation of authority can be defined as the process whereby a manager divides tasks to be done and delegates them to subordinates, who will report back to him.
However, there exist certain barriers to effective delegation of authority. These barriers can be divided into two:
- Managers’ reluctance to delegate authority
- Subordinates’ reluctance to accept delegated authority.
Reasons For Manager’s Reluctance To Delegate
Managers may not delegate tasks to their subordinates due to the following reasons:
1. Lack of confidence in subordinates: Some managers do not delegate because they do not have confidence in the abilities or skills of their subordinates.
Such managers may think that their subordinates are not qualified, experienced, or reliable enough to handle the tasks. Hence, they may refuse to delegate tasks.
2. Insecurity and perceived threat: Another reason why managers may not delegate is insecurity.
Manager’s Insecurity may arise from failure and loss of power that would occur if the subordinates do the job well.
He may fear that the subordinate may do the job better than him and gain some notice in the organization.
Furthermore, managers may be hesitant to delegate if they fear losing control and authority over subordinates.
3. Egocentric attitude of managers: If a manager is egocentric and believes he can do the work better than others, he may not delegate.
Egocentric managers usually have a high sense of self-importance, pride, or ego that prevents them from sharing their work or authority with others.
The fallacy of “I can do it myself”, and “my subordinates are not capable enough” are some of the excuses used by egocentric managers.
4. Retention of decision-making power: A manager’s desire to retain decision-making authority can prevent effective delegation of authority.
For example, an autocratic manager may be unwilling to delegate authority to subordinates.
5. Fear of being blamed: When a manager delegates tasks, he is responsible for ensuring that the delegated task is completed.
If the manager delegates a task and the task is not handled properly, the manager will be held responsible.
The fear of blame and punishment for tasks delegated to subordinates but poorly handled can discourage managers from delegating.
Reasons for subordinate reluctance to accept delegation of authority
Subordinates may not accept delegated tasks from their managers due to the following reasons:
1. Lack of relevant information: A subordinate may not accept delegated authority if feels that he does not have relevant information to complete the delegated task.
2. Fear of mistakes: The fear of criticism arising from mistakes made while performing delegated tasks can discourage subordinates’ interest in delegated authority.
3. Lack of self-confidence: Lack of self-confidence on the part of the subordinates in their ability to perform delegated tasks well can bar effective delegation.
This lack of self-confidence may arise because the subordinate is incompetent or lacks the essential skills and expertise to do the delegated tasks.
4. Unwillingness to take responsibility: Delegation of authority invariably means that the delegator (superior) and the delegatee (subordinate) share responsibility for the completion of the delegation task.
It obligates the subordinate to carry out the tasks to the best of his/her ability.
This can make subordinates uninterested in the delegation of authority as they may wish to avoid the responsibilities and risks that come with it.
For example, if the subordinate does not perform the delegated task well, he may be fired from the organization or he may be branded incompetent.
This is why some subordinates prefer to follow orders rather than make decisions by themselves.
5. Lack of incentives: If there are no financial and non-financial incentives for performing delegated tasks, subordinates may refuse to accept responsibility and delegated authority.
Subordinates may refuse to accept delegation of authority if there are no suitable incentives, such as promotion, salary raises, or better working conditions, because they may believe there is no difference in incentive between accepting delegated authority and not accepting it.
Overcoming Barriers to Effective Delegation of Authority or Conditions Necessary for effective delegation of authority
1. Managers should be willing to delegate: Managers must recognize the importance and benefits of delegation.
They should be ready to share their work and authority with their subordinates when necessary.
Also, managers should trust their subordinates and give them real freedom and autonomy in carrying out the delegated tasks.
They must be aware of the fact that there are several ways of handling problems, and their method may not necessarily be the best.
Managers should, therefore, delegate tasks and give subordinates the freedom to choose different methods and solutions than the ones chosen by them.
2. Improved communication between superiors and subordinates: Managers should communicate clearly and openly with their subordinates about the delegated tasks.
They should provide sufficient information, guidance, and feedback to help subordinates understand and complete the tasks.
Also, managers should listen to the opinions, suggestions, and concerns of their subordinates and address them promptly.
3. Provision of incentives: Managers should entice subordinates to embrace delegation by offering them financial and non-financial incentives if they accept delegated authority.
These incentives could include praise, recognition, appreciation, salary increases, bonuses, promotions, or better working conditions.
Furthermore, managers should reward subordinates for good performance and use mistakes as learning opportunities rather than as reasons for criticism or punishment.
4. Select the right person for the right job: To improve trust and confidence of subordinates, managers must match the right person to the right job.
To achieve this, he needs to discover the skills and experiences of subordinates through a skill inventory, which he will then use as a basis for delegation.
5. Delegation should be planned: As is often said, he who fails to plan, plans to fail.
The same is true for delegation of authority. To enhance the effectiveness of delegation, there should be effective planning for delegation.
Managers need to decide what, how, when, and whom to delegate. They should set clear goals and objectives for the delegated tasks and communicate them to their subordinates.
They should also establish deadlines and milestones for the completion of the tasks and monitor the progress regularly.
6. Subordinates should accept delegation willingly: Subordinates should accept delegated tasks as opportunities to learn, grow, and contribute to the organization.
They should show initiative, enthusiasm, and commitment in performing the tasks delegated to them.
7. Provisions of a system of control: Implementing a robust system of control is essential for tracking the progress of delegated tasks.
Managers must establish clear priorities, objectives, and deadlines.
Setting specific dates for task completion ensures accountability and keeps the delegation process on track.
