Functional Delegation
Closely related with the principle of delegation based on results expected is principle of functional delegation. In an organization, the activities are classified and grouped to create departments or units. Each department contributes to organizational objectives but at the same time has its own objectives. Thus, there is a need for coordination of objectives and activities of the department in such a way that they contribute maximum to the organization. This gives rise to the principle of functional definition. The more a department has clear definitions of results expected, activities to be undertaken, authority delegated and authority and informational relationships with other departments, the more adequately the department can contribute towards accomplishing organisational objectives.
Merits
i. The managers distribute their workload to others. This enables them to concentrate on the higher functions of management like planning, organizing, etc.
ii. People are motivated to give their best at work when they have authority with responsibility.
iii. It binds the formal organization together.
iv. It enables those who are close to the scene of action to deal promptly w ith the problems that arise. Time is saved by not sending information up the line and seeking direction down again.
v. But for delegation, firms would remain small and an increase in their size may burn up the candle of the manager s energies too soon — he may be physically and mentally exhausted.
vi. The importance of delegation in effective management is obvious, as it enables effective management, supervision and control.
Prerequisites for Effective Delegation of Authority
The following steps will help a manager in achieving effective delegation of authority:
i. The manager must know what authority is to be delegated and within what limits. He must know his own authority. No manager can delegate authority which he does not have, nor can he delegate all his authority without sacrificing his position as a manager.
ii. The manager must have knowledge of the abilities and limitations of the subordinate to whom authority is to be delegated. He should make the subordinate understand the tasks to be performed by the latter and the amount of the authority delegated to him for its performance.
iii. An organisational climate free from fear and frustration goes a long way in determining the success of organisational processes including delegation of authority. In conductive organizational climate, managers feel confident that delegation of authority will be rewarded and dnot penalized.
iv. The manager must release decision-making power to the subordinate and not interfere with this power.
v. If necessary, the subordinates accepting responsibility should be trained in that field and guidance should be provided to them as and when required.
vi. The communication system and the coordinating agency should work properly.
vii. The subordinates may be motivated through incentives of various kinds.
viii. Since a delegator remains responsible even for the tasks he has delegated to his subordinates, he must ensure that his subordiantes get the work done. Therefore, proper control and monitoring techniques should be developed to ascertain that delegated authority is being properly used. These should be broadcasted and should focus attention on major deviations from the plans.
ix. Delegation should conform to the organizational structure. It is necessary to define in clear terms the horizontal and vertical relationships. The delegation of authority must be in accordance with the organizational set-up.
x. Adequate control should be established so that the subordinate can know, measure and evaluate his own performance and take corrective measures wherever necessary.
Obstacles to Delegation
Delegation may appear to be a simple process, but some difficulties may arise in actual practice either because of the manager himself or on account of unfavourable attitude of the subordinates. Some of the obstacles to effective delegation are discussed below.
On the Part of the Manager
i. Manager’s unwillingness to delegate authority
A manager may be unwilling to delegate authority. He may be an autocrat and think that delegation will lead to reduction of his influence in the organization. He may tend to think that he can do the job much better by himself and on that pretext withhold the authority.
ii. Unfamiliarity with the art of delegation
Sometimes a manager may feel difficulty in directing the effort of other people. He may be unable to identify and communicate the essential features of the tasks to be assigned to the subordinates. This lack of ability to direct may prove hindrance to delegation.
iii. Lack of confidence in subordinates
If the manager finds a subordinate incapable of shouldering responsibility and taking decision, he may hesitate in delegating authority.
iv. Absence of selecting control techniques which give warning of impeding difficulties: .An organization might not have developed the controlling techniques to know in advance the serious problems lying ahead due to concentration of power in the hands of a few. In such circumstances manager may resist delegation without anticipating the consequences.
v. Temperamental aversion to taking a chance: Psychological barriers often come in the way of delegation. The manager may have temperamental aversion to taking a chance.
vi. Fear of competition: The manager may not delegate authority due to the fear on his part that the subordinate may excel in the work and may be promoted. Though this obstacle is usually unexpressed and unconscious, it is real.
On the Part of the Subordinate
i. Dependence on the manager for decisions: Sometimes the subordinate may find it easy to take orders than to take decisions. He may like to avoid shouldering responsibilities. To that extent, the attitude of the subordinate will limit delegation of authority, even though the manager may be willing to do so.
ii. Pear of criticism: Subordinates sometimes fear criticism on the part of the superiors and therefore express their willingness to accept authority.
iii. Lack of information or resources to do well: A subordinate may hesitate to accept a new assignment if he believes that he lacks the necessary information and resources to perform the job well.
iv. Lack of self-confidence and initiative and fear of failure: Lack of confidence is yet another serious problem standing in the way of subordinates accepting the authority. He may feel that if he fails in making proper use of authority delegated, he will be fired or demoted.
v. Lack of positive incentives: In absence of sufficient positive incentives, the subordinate may be unwilling to shoulder responsibility. If he does some praiseworthy work which is not recognized by the superior, it may act as a discouragement for accepting authority. The positive incentives may be financial or non-financial such as pay increase, opportunity for promotion and personal recognition by the superior, etc.
Organizational Factors
Although personal factors affect the authority delegation to a very great extent, other organisational factors also affect the degree of authority delegation. Individual managers do not have control over these factors but have to work within the context of these factors. For example, even the autocrat has to delegate authority if the organisational factors so warrant. Various organisational factors such as management philosophy, policy towards centralisation or decentralization, availability of managerial personnel, control techniques, etc. determine the delegation of authority at various levels of management. If these factors are not favourable, delegation of authority will be affected adversely.