How do you delegate authority?

Dear Mr.Hazarat Ullah

Thank you for this opportinity to answer your Question: How do you delegate authority?

Delegation is an essential element of any manager’s job. Used effectively, it provides real benefits for everyone involved . As organizations grow increasingly complex, duties and responsibilities across workforce can become less well defined. Delegation is the manager’s key to efficiency and benefits all.

Delegation involves entrusting another person with a task for which the delegator remains ultimately responsible. Delegator is accountable.

I here under quote from the Management study guide

 A manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results

Elements of Delegation

Authority - in context of a business organization, authority can be defined as the power  and right of a person to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives. Authority must be well- defined. All people who have the authority should know what is the scope of their authority is and they shouldn’t misutilize it. Authority is the right to give commands, orders and get the things done. The top level management has greatest authority. Authority always flows from top to bottom. It explains how a superior gets work done from his subordinate by clearly explaining what is expected of him and how he should go about it. Authority should be accompanied with an equal amount of responsibility. Delegating the authority to someone else doesn’t imply escaping from accountability. Accountability still rest with the person having the utmost authority.

Responsibility - is the duty of the person to complete the task assigned to him. A person who is given the responsibility should ensure that he accomplishes the tasks assigned to him. If the tasks for which he was held responsible are not completed, then he should not give explanations or excuses. Responsibility without adequate authority leads to discontent and dissatisfaction among the person. Responsibility flows from bottom to top. The middle level and lower level management holds more responsibility. The person held responsible for a job is answerable for it. If he performs the tasks assigned as expected, he is bound for praises. While if he doesn’t accomplish tasks assigned as expected, then also he is answerable for that.

Accountability - means giving explanations for any variance in the actual performance from the expectations set. Accountability can not be delegated. For example, if ’A’ is given a task with sufficient authority, and ’A’ delegates this task to B and asks him to ensure that task is done well, responsibility rest with ’B’, but accountability still rest with ’A’. The top level management is most accountable. Being accountable means being innovative as the person will think beyond his scope of job. Accountability, in short, means being answerable for the end result. Accountability can’t be escaped. It arises from responsibility.

For achieving delegation, a manager has to work in a system and Delegation of authority is the base of superior-subordinate relationship, it involves following steps:-

Assignment of Duties - The delegator first tries to define the task and duties to the subordinate. He also has to define the result expected from the subordinates. Clarity of duty as well as result expected has to be the first step in delegation.

Granting of authority - Subdivision of authority takes place when a superior divides and shares his authority with the subordinate. It is for this reason, every subordinate should be given enough independence to carry the task given to him by his superiors. The managers at all levels delegate authority and power which is attached to their job positions. The subdivision of powers is very important to get effective results.

Creating Responsibility and Accountability - The delegation process does not end once powers are granted to the subordinates. They at the same time have to be obligatory towards the duties assigned to them. Responsibility is said to be the factor or obligation of an individual to carry out his duties in best of his ability as per the directions of superior. Responsibility is very important. Therefore, it is that which gives effectiveness to authority. At the same time, responsibility is absolute and cannot be shifted. Accountability, on the others hand, is the obligation of the individual to carry out his duties as per the standards of performance. Therefore, it is said that authority is delegated, responsibility is created and accountability is imposed. Accountability arises out of responsibility and responsibility arises out of authority. Therefore, it becomes important that with every authority position an equal and opposite responsibility should be attached.

Therefore every manager,i.e.,the delegator has to follow a system to finish up the delegation process. Equally important is the delegatee’s role which means his responsibility and accountability is attached with the authority over to here.

Relationship between Authority and Responsibility

Authority is the legal right of person or superior to command his subordinates while accountability is the obligation of individual to carry out his duties as per standards of performance Authority flows from the superiors to subordinates, in which orders and instructions are given to subordinates to complete the task. It is only through authority, a manager exercises control. In a way through exercising the control the superior is demanding accountability from subordinates. If the marketing manager directs the sales supervisor for50 units of sale to be undertaken in a month. If the above standards are not accomplished, it is the marketing manager who will be accountable to the chief executive officer. Therefore, we can say that authority flows from top to bottom and responsibility flows from bottom to top. Accountability is a result of responsibility and responsibility is result of authority. Therefore, for every authority an equal accountability is attached.

Avoiding micromanagement is crucial when delegating appropriately. Hovering over an employee and trying to control their work through every step of the process is not an efficient use of time or energy, and may actually impede progress on the assignment. Instead, checking in after an agreed upon interval, such as at the mid-point of the project, can be a much more effective way of monitoring performance.

“If, at that point, you find the person or team way off base, you may be tempted to micromanage the remainder of the project or task,” . “Don’t. Instead, reassess whether you made a crystal clear request and whether your people are capable and motivated. If you need to clarify your task then do so. If your people are not capable and motivated, then reassign the task.”

The following tips for delegating properly:

·         Clearly articulate goals and boundaries. Employees should know the desired outcome for the project and have the end goal in mind. They should also be told the constraints and limits in the project in terms of lines of authority and when to take initiative versus asking for guidance or permission.

·         Include people in the process. Whenever possible, it helps to empower employees to decide which tasks should be delegated to them and when it should happen.

·         Match responsibility with authority. A greater amount of delegated responsibility should come with a corresponding level of authority to make decisions. However, remember that the final accountability rests with the manager.

·         Delegate to the lowest possible level. The people closest to the work are best suited for handling it because they have intimate knowledge of the day-to-day requirements needed to accomplish the task.

·         Provide support. To improve the odds of success, maintain ongoing communication with team members, periodically monitor progress and be open to answering questions, as well as sharing credit for the work.

·         Focus on results. Pay closer attention to what is accomplished than how the work is done. Your way of doing things may not be the only way — or the best way — of reaching the goal.

·         Avoid reverse delegation. If a mistake is made, don’t let an employee shift the blame back onto you. Instead, look for solutions from the people directly involved in the work.

·         Build commitment. Motivate workers by emphasizing how their project will affect the company’s success or open up new opportunities for the future. Remember to provide recognition whenever it is due.

·         Maintain control. Don’t forget about your involvement in the assignment. Discuss and establish clear deadlines, set a schedule for checking in, be sure to review all completed work and make adjustments to the plan when needed.

“Managers delegate work not to just relieve their workload, but to allow the employees they supervise to grow professionally. Effective delegation is a two-way discussion and understanding,”  “Use effective delegation to benefit both yourself and the person to whom you delegate.”

 I sincerely hope you will find the answer to your expectations and requirements. Good Luck

First of all, you must know somebody that works correctly and after a long time this person has shown you you can trust him. And after you can delegate responsibility on him but also supervising how he manages that responsibility. You can't forget you are over that person so, the last responsible is YOU.

To give responsiblty to someone first if all you should have all trust in this one and make sure that he will do all his efforts not for him self but for all team and want to have great team in great work