delegation & centralization

8/18/2019 Delegation & Centralization

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AUTHORITYRELATIONSHIPS:

DELEGATION ANDDECENTRALIZATION

IVANI KATALROLL NO. 27

THE BUSINESS SCHOOL, UNIVERSITY OF JAMMU



BIBLIOGRAPHY

WEBSITES E-BOOKS

www.mcqslearn.com Essentials ofmanagement by Harold

Koontz and HeinzWeihrich

www.nptel.iitm.ac.in Principles ofManagement by G. R. erry

www.managementst!dyg!ide.com

Management" as#s andResponsibility by Peter $%r!c#er

www.ncs!.ed! Management oday"Principles and Practices



OBJECTIVES

CLARIFYING THE PROCESS OF DELEGATION

BENEFITS OF DELEGATING

PROBLEMS IN DELEGATION

BARRIERS TO DELEGATION

DECENTRALIZATION

FACTORS INFLUENCING DECENTRALIZATION

DIFFERENCE BETWEEN DELEGATION ANDDECENTRALIZATION



DELEGATION

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ELEMENTS

OFDELEGATION

AUTHORITY RESPONSIBILI

TY ACCOUNTABILI

TY

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4" !4 )?)' '+)( '" 4" %'.

• A5'+"#%'1 @"* #"( '" '"/"''"( %.). ! *5)#%"# +!*!5'+"#%'1 "6)# +%* *5/"#4%!').



;%%< RESPONSIBILITY

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+!4, !5'+"#%'1 %'+"5'#)*"*%/%0%'1 (!1 0)!4 '"(%*5*) " !5'+"#%'1.

• R)*"*%/%0%'1 @"* #"(

/"''"( '" '" %.). !*5/"#4%!') %00 !0!1* /)



ASSIGNING RESPONSIBILITY



;%%%< ACCOUNTABILITY

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AB C

ACCOUNTABILITY

AUTHORITY AUTHORITY

RESPONSIBILITY

RESPONSIBILITY



BOSS

YOU

STAFF

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THREE POINTS TO BE NOTED



PRINCIPLES OF DELEGATION

• P#%%0) " #)*50' )?)')4- s!ggests thate0ery manager before delegating the powers to thes!bordinate sho!ld be able to clearly de1ne thegoals as well as res!lts e2pected from them. he

goals and targets sho!ld be completely and clearlyde1ned and the standards of performance sho!ldalso be noti1ed clearly.

• F"# )?!(0), a mar#eting manager e2plains thesalesmen regarding the !nits of sale to ta#e place

in a partic!lar day3 say ten !nits a day ha0e to bethe target sales. While a mar#eting mangerpro0ides these g!idelines of sales3 mentioning thetarget sales is 0ery important so that the salesmancan perform his d!ty e4ciently with a clear set of

mind.




• P#%%0) " P!#%'1 " A5'+"#%'1 !4R)*"*%/%0%'1- ,ccording to this principle3 themanager sho!ld #eep a balance between a!thorityand responsibility. *oth of them sho!ld go hand in

hand.• ,ccording to this principle3 if a s!bordinate is gi0en

a responsibility to perform a tas#3 then at the sametime he sho!ld be gi0en eno!gh independence andpower to carry o!t that tas# e5ecti0ely. his

principle also does not pro0ide e2cessi0e a!thorityto the s!bordinate which at times can be mis!sedby him. he a!thority sho!ld be gi0en in s!ch a waywhich matches the tas# gi0en to him. herefore3there sho!ld be no degree of disparity between the

two.




•

P#%%0) " !/*"05') #)*"*%/%0%'1- hissays that the a!thority can be delegated b!tresponsibility cannot be delegated bymanagers to his s!bordinates which meansresponsibility is 12ed. he manager at e0ery

le0el3 no matter what is his a!thority3 is alwaysresponsible to his s!perior for carrying o!t histas# by delegating the powers.

• E0ery s!perior is responsible for the acts of

their s!bordinates and are acco!ntable to theirs!perior therefore the s!periors cannot passthe blame to the s!bordinates e0en if he hasdelegated certain powers to s!bordinates.



EAMPLE

• )f the prod!ction manager hasbeen gi0en a wor# and themachine brea#s down. )frepairman is not able to getrepair wor# done3 prod!ctionmanager will be responsible to-E' if their prod!ction is notcompleted.




• P#%%0) " A5'+"#%'1 0)6)0- his principles!ggests that a manager sho!ld e2ercise hisa!thority within the 6!risdiction7framewor# gi0en. he manager sho!ld be forced to cons!lt theirs!periors with those matters of which the a!thorityis not gi0en that means before a manager ta#esany important decision3 he sho!ld ma#e s!re thathe has the a!thority to do that on the other hand3s!bordinate sho!ld also not freq!ently go withregards to their complaints as well as s!ggestions

to their s!perior if they are not as#ed to do. hisprinciple emphasizes on the degree of a!thorityand the le0el !p to which it has to be maintained.



IMPORTANCE OFDELEGATION



&ome bosses 6!st

lo0e ha0ing to ma#eall the decisions sothey don8t delegatetheir a!thority. *!tthese are the peoplewho createbottlenec#s beca!seothers ha0e to waitaro!nd for them.




• WHY PEOPLE DONT DELEGATE

• BARRIERS FROM YOU

• BARRIERS FROM YOUR TEAM MEMBERS

• BARRIERS FROM SITUATION



BARRIERS FROM YOU

• NOT ENOUGH TIME

• 'ne of the biggest barriers to delegation isthe perception that yo! do not ha0e eno!gh

time to either adeq!ately e2plain the tas# orteach yo!r team member the s#illsnecessary for a delegated tas#. E0en tho!ghit may ta#e yo! less time to complete thattas# now3 where does that p!t yo! the ne2t

time the tas# m!st be completed9 hisfeeling is parado2ical3 beca!se one of themain bene1ts of delegation is sa0ing time.



• LOSING CONTROL

• People new to delegation often feel astho!gh they are gi0ing !p their control. )t

is a little frightening to allow a teammember to complete a tas# for whichyo! are !ltimately responsible.-omm!nicating with those to whomyo!:0e delegated freq!ently to chec# theprogress of the tas# can help decreasethis fear and gi0e yo! some sense ofcontrol.

BARRIERS FROM YOU



• NOT GETTING CREDIT

• &ome leaders feel that if they do notcomplete the tas#3 they will not get

credit. /o! m!st learn to share creditwith others. Remember3 '+) /)'')#1"5# ')!( 0""3*, '+) /)'')# 1"50""3.

BARRIERS FROM YOU



• LOSING TASKS YOU ENJOY

• /o! may occasionally ha0e to delegatetas#s that yo! en6oy doing. Remember3

as a leader yo!r 6ob is to ;thin# big38 notto be bogged down in rec!rring tas#s.&eeing others s!cceed beca!se of yo!rcoaching will also be en6oyable.

BARRIERS FROM YOU



• YOU CAN DO IT BETTER

• /o! may thin# that yo! are the onlyperson who can complete the 6ob

s!ccessf!lly. Especially beca!se yo! andyo!r team are part of a prestigio!sscholarship program3 that is probably nottr!e. /o!r teammates are highly capable<

BARRIERS FROM YOU



• DELEGATE OUT OF A JOB

• &ome people resist delegation beca!sethey belie0e they may delegate

themsel0es o!t of their 6ob. Great< (owyo! can mo0e to a higher position3 or0ol!nteer to ta#e on more challengingtas#s. %elegation impro0es prod!cti0ity3and this will be ob0io!s to e0eryone.

BARRIERS FROM YOU



• NO CONFIDENCE IN TEAM MEMBERS• &ome leaders resist delegation beca!se they don8t

ha0e faith in their team members. )f this is tr!e of yo!3start by ta#ing small ris#s. Early s!ccesses will

enco!rage yo! to delegate more. +earn to see thepotential in yo!r team and ma#e s!re that yo! ha0eadeq!ately prepared yo!r team members for the tas#syo! assign. he more prepared they are3 the lessworried yo! will be.

• /o! are not the only one that may be wary of

delegation. /o!r team members may also ha0e somean2ieties of their own. (e2t3 we describe se0eralbarriers to delegation from the members of yo!r team.

BARRIERS FROM YOU



BARRIERS FROM YOUR TEAMMEMBERS

• NOT ENOUGH TIME

• &ome of yo!r team members may feelthat they are already p!tting in e2tra

time for yo!r team8s pro6ect. his may betr!e3 so ma#e s!re that yo! are fairlydi0iding tas#s between yo!rself and allof yo!r team members. )f e0eryone feelso0erwor#ed3 yo! will ha0e to e2plain thatin order to get the 6ob done3 e0eryoneneeds to p!t forth the e2tra e5ort.



• NOT ENOUGH EPERIENCE

• &ome people3 especially freshmen oryo!ng st!dents3 may recognize that they

do not ha0e eno!gh e2perience for thetas#s that need to be completed. %o notbe impatient with them for lac#inge2perience if they ha0e not had theopport!nity to gain it. *egin bydelegating simple tas#s so that they willgain con1dence with their s!ccess. ,stheir s#ill le0el increases3 yo! will be ableto con1dently delegate more di4c!lt

tas#s to them.




• FEAR OF FAILURE

• &ome of yo!r team members may beafraid that they will fail to accomplish

the tas#s yo! delegate. +i#e thecommittee chair of the senior retreat3gi0e yo!r teammates adeq!ate s!pportand enco!ragement. E2plain to themthat yo! will be monitoring their progressand gi0ing them feedbac# in order tocorrect any mista#es before they becomeserio!s problems.




• NOT THEIR RESPONSIBILITY

• )n order to ha0e a s!ccessf!l team3e0eryone m!st be =e2ible and open to

delegation. Emphasize the importance ofthe tas# and the bene1ts it will prod!ce.+et them #now that their strengths ands#ills are important to the completion ofthe tas# and the s!ccess of yo!r team.




• FEAR OF BEING A SCAPEGOAT

• &ome teammates may feel that yo! willtry to pass the blame to them instead of

accepting it yo!rself. Ma#e s!re that yo!rwords and actions say otherwise. %o notsacri1ce yo!r team members to sa0eyo!rself if something goes wrong. hiswill only bring yo! contempt andresentment as well as an !nprod!cti0eteam.




• REACTIONS FROM OTHER TEAMMEMBERS

• When delegating to a team member3 they

may hesitate beca!se of concerns of 6ealo!sy or confrontation from other teammembers. )f this is the case3 ma#e s!re yo!bac# !p yo!r delegation with eno!gha!thority to get the 6ob done. ,lso3 ma#es!re that yo! are delegating tas#s amongyo!r teammates fairly.


BARRIERS FROM THE



BARRIERS FROM THESITUATION

•

RESOURCES• Money is !s!ally a concern for most

organizations. )f this is a problem3 try to wor#aro!nd it. Remember to be =e2ible. )f there is noteno!gh money to send yo!r class on a retreat to

Hawaii3 be =e2ible with yo!r destination. (otgetting yo!r 1rst choice does not ma#e the wholetas# a fail!re.

• HIERARCHY

•

)n some organizations3 it is di4c!lt to !nderstandthe lines of a!thority and responsibility. &ta5 andfac!lty members may share responsibilities3 and!ltimate a!thority may lie with someone that isnot always a0ailable. *e aware of the sit!ation

and comm!nicate clearly so that yo! may wor#to o0ercome this obstacle.



Seven barriers that you may pose:

• B)0%)6%$ 1"5 4" "' +!6) )"5$+ '%().

• F)!# " 0"*%$ "'#"0.

• F)!# " "' $)''%$ #)4%'.

• F)!# " 0"*%$ '!*3* '+!' 1"5 )>"1.

• T+%3%$ '+!' 1"5 ! 4" '+) '!*3 /)*'

• F)!# " 4)0)$!'%$ 1"5#*)0 "5' " 1"5#

>"/.

• L!3 " "4)) % 1"5# ')!((!')*.



Six barriers that your teammates may pose:

• B)0%)6%$ '+)1 4" "' +!6) )"5$+ '%().

•

B)0%)6%$ '+)1 4" "' +!6) )"5$+)?)#%)).

• F)!# " !%05#).

• B)0%)6%$ '+) >"/ %* "' '+)%# #)*"*%/%0%'1.

• F)!# " /)%$ ! *!)$"!'.

• F)!# " )$!'%6) #)!'%"* #"( "'+)#')!((!')*.



And, two barriers that yoursituation may pose:

• L!3 " #)*"5#)*.

• L!3 " *'#5'5#) !4 /05##)4 0%)*" !5'+"#%'1.



UIZ

• I 1"5 ))0 0%3) 1"5 %00 0""*) "'#"0 "6)# ! '!*31"5 4)0)$!'), +!' *+"504 1"5 4"

,. %o not delegate the tas#.

*. %o the tas# with yo!r teammate.

-. &ched!le reg!lar meetings to chec# on their progress.

%. ell yo!r teammate e2actly what to do.



• I 1"5# "#$!%&!'%" 4")* "' +!6) )"5$+#)*"5#)* '" !00" ! ')!( ()(/)# '""(0)') '+) '!*3, +!' *+"504 1"5 4"

,. *lame them for not getting the 6ob done.

*. Gi0e the tas# to someone else.

-. Recognize that the tas# will ne0er beaccomplished.

%. Remain =e2ible.

UIZ




• WHY YOU SHOULD DELEGATE

• BENEFITS FOR YOU

• BENEFITS FOR YOUR TEAM MEMBERS

• BENEFITS FOR YOUR TEAM



BENEFITS FOR YOU

• SAVE TIME

• ,s a leader3 yo! m!st ta#e time to thin#abo!t goals3 not 6!st acti0ities. +et yo!r

teammates pic# !p the ro!tine tas#s li#esched!ling meetings and callingspea#ers. )t is !nwise to spend yo!r timedoing tas#s that yo!r team members arecapable of completing themsel0es.



• ACHIEVE MORE

• *y not delegating3 yo! place a hea0yb!rden on yo!rself. /o! may become so

o0erwhelmed that yo!r performance andyo!r health s!5er. %elegating ro!tinewor# will relie0e some of yo!r stress andgi0e yo! more time to do yo!r 6ob.

BENEFITS FOR YOU



• INCREASE YOUR VALUE

• %elegating can help enhance yo!rcredibility as a leader. *y allowing yo!r

teammates new ways to show theirresponsibility3 yo! get their respect andloyalty. Ha0ing e2tra time will allow yo!to loo# for more challenging tas#s thatcan increase the 0al!e of the acti0itiesyo! are planning.

BENEFITS FOR YOU



BENEFITS FOR YOUR TEAM MEMBERS

• DEVELOPMENT

• When yo! delegate yo! will teach yo!r teammembers new s#ills and gi0e them theopport!nity to de0elop themsel0es and achie0etheir goals. his ma#es them more 0ersatile anda more important part of yo!r team.

• SELF ESTEEM

• When yo! gi0e a teammate a tas#3 it shows thatyo! ha0e tr!st and con1dence in them. Ha0inginteresting and challenging wor# feels good3 andbeing tr!sted to complete the 6ob raises self>esteem. Ha0ing strong self>esteem can moti0ateyo!r teammates to accomplish e0eryone8s goals.



• JOB ENHANCEMENT

• Ha0ing interesting 6obs or tas#s in ateam ma#es the wor# more en6oyable.

When yo! gi0e yo!r teammates moreresponsibility and a!thority3 they willbegin to !se their own initiati0e and theirimagination. his can lead to new ideasand sol!tions to problems that yo! maynot ha0e recognized3 and li#e the seniorretreat committee3 yo!r team will feelappreciated.

BENEFITS FOR YOUR TEAMMEMBERS



BENEFITS FOR YOUR TEAM

• E=%)1

• %elegating tas#s to yo!r team members

ens!res that all of the tas#s are completed. )fyo! as a team leader do tas#s that co!ld beaccomplished by yo!r team members3 yo!

waste both yo!r time and theirs.• F0)?%/%0%'1

• When yo! delegate tas#s to yo!r team3 mo0ethe tas#s aro!nd to di5erent members. his

will increase the s#ills of e0eryone and the=e2ibility of yo!r team. his may pro0e

important if one of yo!r members falls ill andm!st be s!bstit!ted with another.



• Teamwork

• %elegating new tas#s to team membersallows them to b!ild contacts with otherswhom they do not normally wor#. his canlead to greater teamwor# and

comm!nication networ#ing.

• Balanced Workloads

• When yo! delegate e5ecti0ely3 yo! can

ma#e s!re that e0eryone has an eq!alamo!nt of wor#. he percei0ed fairness inspreading o!t the wor# will gain yo!respect from yo!r team members.




• Aid Communication

• ,n important part in delegation is ma#ing s!rethat yo!r teammates !nderstand why they needto accomplish their tas#s. E2plaining this needgi0es yo! the chance to relate the tas#s to thegoals of yo!r organization. his will help yo!r

teammates !nderstand yo!r team8s ob6ecti0es.

• Retain ood Team !embers

• %elegating tas#s to team members #eeps theminterested and moti0ated3 and can #eep people

from dropping o!t of yo!r team. *y demonstratingthat yo!r team !ses e0eryone8s talents to the!tmost3 yo! will #eep yo!r team members happy.




UIZ

• A* ! ')!( 0)!4)#, %' %* 1"5# #)*"*%/%0%'1 '":

,. -omplete all tas#s by yo!rself.

*. &pend most of yo!r time planning and

strategizing.

-. -omplete only the tas#s yo! want to.

%. Keep tight control o0er yo!r team.



• W+%+ " '+) "00"%$ %* NOT ! /))' "4)0)$!'%"

,. &a0ing time.

*. Req!iring fewer people.

-. Enhancing =e2ibility.

%. &#ill de0elopment.

UIZ



WHAT TO DELEGATE

•

WHAT YOU SHOULD DELEGATE• Routine Tasks

• hese may be tas#s that need to be doneonce a wee#3 once a month3 or once e0erytime a pro6ect is completed. *efore delegating

these tas#s3 ma#e s!re that they arenecessary. nnecessary tas#s sho!ld beeliminated.

• "nterestin# Tasks

•

%o not #eep all of the f!n tas#s for yo!rself. his will o5end yo!r teammates and ca!sethem to resist the boring tas#s that yo! gi0ethem.



•

Tasks $thers Could %o Better • se yo!r team members8 s#ills and abilities.

Gi0e them the tas#s that they co!ld do better sothat yo! can de0ote yo!r time to other things.%o not compete with yo!r team members. )f

they can do a tas# better3 let them do it.

• Tasks $thers !i#ht &n'oy

• )f yo! ha0e completed a certain tas# repeatedly3yo! may ha0e become bored with it. %elegate

this tas# to a teammate if yo! thin# they wo!lden6oy it. )f a teammate 0ol!nteers for a certaintas#3 let them ha0e it.



• Tasks ood (or %evelopment

•

%elegate tas#s to team members who wo!ldbene1t from the additional s#illde0elopment. )f yo! are already good atcompleting a certain tas#3 let someone elseha0e a chance to try it.

• Whole Tasks

• ry to delegate whole tas#s instead ofdi0iding them into pieces. )n this way3 yo!rteam members will see the de0elopment ando!tcome of the tas# and en6oy it more. hiswill also pre0ent yo! from ha0ing to worryabo!t #eeping the pieces together.



• Time)Consumin# Tasks

• )f yo! need to spend more time planningand strategizing3 delegate yo!r most time>cons!ming tas#s. his will free !p the timeyo! need to do yo!r 6ob.

• Tasks (or Which *ou Are +otResponsible

• People often #eep tas#s that they en6oy

most for themsel0es e0en if the tas# is nottheir responsibility. hese tas#s are not thebest way to spend yo!r time and energy.



• WHAT YOU SHOULD NOTDELEGATE

• *oring tas#s

• -rises• )ll>de1ned tas#s

• -on1dential matters

•

Praise or reprimand• Planning the de0elopment of yo!r team

• as#s for which yo! are responsible



UIZ

• W+%+ " '+) "00"%$ '!*3* *+"504 NOT /)4)0)$!')4

,. ,n interesting tas#.

*. 'ne good for de0elopment.

-. 'ne in0ol0ing praise.

%. 'ne a team member co!ld do better.



TO WHOM TO DELEGATEK" Y"5# O/>)'%6)*

• When 1rst considering to whom yo! sho!ld delegate a tas#3

yo! m!st weigh the following three ob6ecti0es.

SHORT TERM VS LONG TERM GOALS

• hose leaders who thin# only with short>term goals in mind

tend to pic# the best person3 b!t not the right person to whomto delegate.

DEADLINES

• )f yo! are !p against a tight deadline3 yo! may not ha0e timeto delegate a tas# to someone who needs some training.

DEVELOPMENT• )dentify tas#s which are not critical or !rgent3 and which can

handle a few mista#es witho!t ca!sing serio!s problems.%elegate these tas#s to teammates who need s#illde0elopment.



K" Y"5# T)!( M)(/)#*)n order to delegate e5ecti0ely3 yo! m!st #now yo!r

team members.

Skills

• /o! m!st #now yo!r teammates abilities before#nowing whether they are a good match for a

delegation tas#. Will they need m!ch s!per0ision3

training or s!pport9 What types of wor# do yo!rteammates li#e and disli#e9 /o! sho!ld be able toanswer these q!estions for each of yo!r team

members before trying to delegate.

&valuation

• %elegation often re0eals yo!r teammates

strengths and wea#nesses that may not ha0ebeen apparent beforehand.



%evelopment $pportunities

• Know which areas yo!r teammates need additionalpractice and e2pertise. %elegate tas#s to thosepeople so that they can achie0e theirde0elopmental goals.

Workload

• Keep trac# of yo!r teammates8 wor#loads. )f

someone tr!ly does not ha0e eno!gh time tocomplete a tas# adeq!ately3 delegate that tas# tosomeone who has a lighter wor#load.

Resistance

• /o! sho!ld delegate tas#s e0en to teammates whoresist accepting them. ,s a leader3 it is yo!rresponsibility to de1ne tas#s within a person8s

abilities and enco!rage them to de0elop their s#ills.



UIZ

• W+!' 4" 1"5 ))4 '" 3" !/"5' ! ')!(()(/)# /)"#) 1"5 4)0)$!') ! '!*3 '" '+)(

,. heir s#ills.

*. ,reas in which they need de0elopment.

-. What the tas# req!ires.

%. ,ll of the abo0e.



UIZ

• W+!' %* ()!' /1 D)0)$!') '" '+) #%$+')#*", "' '+) /)*' )#*"

,. /o! sho!ld delegate to the person who will bene1tthe most.

*. /o! sho!ld delegate to the person who will do thebest 6ob.

-. /o! sho!ld delegate to the person who will getthe 6ob done fastest.

%. /o! sho!ld #eep all !rgent tas#s to yo!rself.

THE PROCESS OF



DELEGATION

PREPARATION• *efore yo! act!ally delegate3 yo! m!st 1rst plan

the delegation process. Howe0er3 !ntil that timecomes3 yo! m!st spend time on the following fo!rareas before yo! begin to delegate.

!ake A ist o( Tasks and Teammates• /o! will need to decide which tas#s yo! !s!ally

do3 and which tas#s ta#e !p large amo!nts ofyo!r time. %e1ne these tas#s in terms of theo!tcomes yo! want and the deadlines yo! m!st

meet. Ma#e a list of the tas#s yo! are going todelegate. (e2t3 ma#e a list of all yo!r teammatesalongside the list of delegation tas#s. (ow draw aline from these tas#s to the teammates thatwo!ld be best s!ited to accomplish those tas#s.



%e-ne *our $utcomes

• *efore yo! delegate a tas# to a teammate3yo! m!st #now the desired o!tcomes of thetas#. Perhaps yo! want a nationally

recognized spea#er to gi0e a tal# abo!t thedangers of air poll!tion for an ho!r at yo!rne2t meeting. /o! m!st tell yo!r teammatethe speci1c o!tcomes e2pected so that theydo not get o5 trac#.



.now Supplies, Resources, and Authority Re/uired

• 'nce yo! ha0e decided on the tas#s andyo!r teammates3 thin# abo!t the s!pplies3

reso!rces and a!thority those tas#s req!ire.$or e2ample3 if a spea#er needs to becontacted3 yo! m!st ma#e s!re that yo!rteammate not only has their phone n!mber3b!t also the contacts to get a hold of thatperson. )f yo! cannot s!pply thesereso!rces3 there is a strong chance that yo!rteammate will fail.



Anticipate 0uestions

• /o!r teammates will most li#ely ha0eq!estions3 and may possibly resist theresponsibility yo! gi0e them. ,nticipate

these q!estions and resistance beforehandso that yo! can address them e5ecti0ely.



CHOOSE A TASK

%eadlines Re/uired • ,re the deadlines far away3 or do the tas#s

need to be completed immediately9 ,nswersto these q!estions will a5ect which teammateyo! choose.

0uality o( Work +eeded

• hin# abo!t times where yo!r teammatesha0e been eager to wor# on certain tas#s.Eager teammates often prod!ce a high q!ality

of wor#. )f q!ality is not important3 delegate toine2perienced teammates.



%evelopment $pportunities

• as#s that are not !rgent or critical sho!ld be!sed for de0elopment. )f one of yo!r teammatesis shy and needs to wor# on his or her p!blic

spea#ing s#ills3 delegate a tas# that will gi0e himthe opport!nity to wor# on those s#ills. , shortpresentation in front of a small gro!p may be agood step toward o0ercoming the fear ofspea#ing in front of a crowded room. +earn tospot tas#s that will help yo!r teammates8 s#illde0elopment.



CHOOSE A TEAM MEMBER

SKILLS

• When choosing a team member to accomplisha delegated tas#3 yo! m!st #now their s#ill

le0el.

DEVELOPMENT

• ry to delegate tas#s to those teammates thatneed the most de0elopment.



DELEGATE

•

&ched!le a Meeting• &tate %esired Res!lts

• Gi0e -lear )nstr!ctions

• )n0ol0e the eam Members

• E2plain What3 (ot How

• ,ssign ,cco!ntability

• -hec# Progress

• -ollaborate on a %eadline

• Get a -ommitment

• +et Go<



FOLLOW-UP AT MEETINGS

Support

• +i#e the senior retreat leader3 ma#e s!re yo!rteammates #now that yo! s!pport them. *e preparedto defend their actions3 and gi0e them help when it is

req!ested. Refrain3 howe0er3 from doing the 6obyo!rself. ,ct as a facilitator by g!iding and ad0ising

them witho!t ta#ing o0er their 6ob.

&ncoura#ement

• When the delegated tas# is going well3 ma#e s!re to

gi0e yo!r teammates positi0e feedbac#. Enco!rageand reinforce them for a 6ob well done.

!odi-cation• se feedbac# to modify or correct yo!r teammate8s

progress. )f yo! are concerned abo!t problems orabo!t the s!ccessf!l completion of the tas#3 let them

#now and g!ide them bac# onto the right trac#.

WHEN THERE ARE PROBLEMS



WHEN THERE ARE PROBLEMS

et a Summary

• )f yo!r teammate comes to yo! with a problem3 listen to

them 1rst. hen as# q!estions to ma#e s!re yo!!nderstand what is happening or to gather more

information. %o not be 6!dgmental3 and do not 6!mp toconcl!sions. $irst stri0e to !nderstand what happened andwhy.

et a Solution

• (e2t3 as# yo!r teammate for their sol!tion. his will #eep

them from d!mping the tas# onto yo!. ,s#ing for yo!rteammate8s sol!tion also shows that yo! want them to !setheir own initiati0e and problem>sol0ing s#ills.

Wait

• )f a sol!tion is not clear3 or the o!tcome is e2tremelyimportant3 do not ma#e a hasty decision. Gi0e all of the

information time to sin# in before e2amining sol!tions withyo!r teammate.



%ele#ate Corrective Action

• 'nce yo! and yo!r teammate ha0e decided !pon a

sol!tion3 let yo!r teammate get started on it. +etthem #now that yo! will follow>!p with them on theirprogress3 and ma#e s!re that they feel comfortableeno!gh to ret!rn if the sol!tion does not wor#3 or ifmore tro!bles arise.

uard A#ainst 1Reverse %ele#ation2• %o not let delegated tas#s fall bac# on yo!. his tells

yo!r teammates that what yo! delegate is easilyret!rnable and that yo!r decisions are not 1rm. )fyo! allow yo!r teammates to re0erse delegate3 they

may ma#e a habit o!t of accepting and thenret!rning delegated tas#s. )f yo! see this as apotential problem3 ma#e s!re to ha0e yo!rteammate commit again to s!ccess.



EVALUATION

Constructive Criticism

• When gi0ing criticism3 try to sandwich it betweenpraise. /o! may say something li#e" ?)8m 0erypleased with the information that yo! ha0e

gathered.

Critici3e the Actions, +ot the 4erson

• )f yo! m!st gi0e negati0e criticism3 do it as soon as

possible and be s!re yo! ha0e all of the facts.When ma#ing criticisms3 criticize yo!r teammate8sactions3 not their person.

ive Credit When "t2s %ue

• When a tas# is s!ccessf!lly completed3 gi0e yo!rteammates credit. )f possible3 gi0e praise in p!blic.

his not only ma#es yo!r teammate pro!d3 b!t alsosets a standard for the other team members.



UIZ

• W+) 4)0)$!'%$ '" ! ')!((!'), +!' *+"5041"5 #)#!% #"( ')00%$ '+)(

,. he desired res!lts.

*. How to achie0e the res!lts.

-. /o!r team8s goals.

%. hat yo! will gi0e them s!pport.



UIZ

• W+) 1"5# ')!((!') +!* #"/0)(* %'+ '+)'!*3, +!' *+"504 1"5 NOT 4"

,. +isten to the problem.

*. +et yo!r teammate s!ggest a sol!tion.

-. +et yo!r teammate implement the sol!tion.

%. a#e bac# the tas#.



DECENTRALIZATION

• )n many organizations3 the top management playsan acti0e role in ta#ing all decisions while there areothers in which this power is gi0en to e0en thelower le0els of management.



• hose organizations inwhich decision ma#inga!thority lies with thetop management aretermed as )'#!0%&)4

"#$!%&!'%"*whereas those in whicha!thority is shared withlower le0els are4))'#!0%&)4

"#$!%&!'%"*.



EAMPLE

• ra4c police controlsmo0ement of 0ehicles onroad. He holds a 0")#0)6)0 "*%'%" in theorganization yet he has a

lot of !5'+"#%'1 gi0en tohim. &enior o4cersconcentrate on ways andmeans to impro0e tra4ccontrol.



DECENTRALIZATION

• ,n organization can ne0er be completelycentralized or decentralized as in largeorganizations employees who are directly in0ol0edwith certain operations tend to ha0e more#nowledge abo!t the operations than the top

management.

• )t is not so important to consider whetherdecentralization sho!ld be adopted or not b!t whatis important is that to what e2tent it sho!ld be

adopted. What a!thority sho!ld be gi0en tos!bordinates and what a!thority sho!ld remainreser0ed with s!periors.



IMPORTANCE OF DECENTRALIZATION

INITIATIVE AMONG SUBORDINATES

• %ecentralization leads to delegation ofa!thorities in large amo!nt. , person with righta!thority is compelled to conto!r plate or to dosomething new. his inc!lcates in him the abilityto ta#e the initiati0e.

MANAGERIAL TALENT FOR THE FUTURE

• %ecentralization pro0ides the opport!nity to ta#edecisions3 adds to the #nowledge and e2perienceof managers at all le0els and de0elops talent tobear e2tra responsibility in f!t!re.



UICK DECISION MAKING

• )n a decentralized organization3 the b!rden ofmanagerial decisions does not lie on a fewindi0id!als b!t it is distrib!ted among many peoplewith complete #nowledge abo!t their !nits ordepartments.

• his leads to q!ic# as well as better decision ma#ing.

BETTER CONTROL

• %ecentralization ma#es it possible to e0al!ateperformance at each le0el and departments can be

indi0id!ally held acco!ntable for their performances.

• Management adopts better control systems s!ch asbalance score card and management informationsystems.




RELIEF TO TOP MANAGEMENT

• nder decentralization3 the daily managerial wor# isassigned to s!bordinates. )t lea0es the top

management with more time which they can de0oteto form!late policies and plans as well as to perform

the f!nctions of coordinating3 controlling and so on.

FACILITATES GROWTH

• %ecentralization pro0ides f!ll liberty to the lower

le0els of management as well as di0isional ordepartmental heads. his allows them to ma#ee5orts in order to achie0e better res!lts and fostersa sense of competition among di5erent departments

of an organization. his leads to an increase in theprod!cti0ity le0els of an organization.


%E+EG,)'( ,(% %E-E(R,+)@,)'(



%E+EG,)'( ,(% %E-E(R,+)@,)'(

BASIS DELEGATION DECENTRALIZATIO

NMeaning Managers delegate

some of their f!nctionand a!thority to theirs!bordinates.

Right to ta#edecisions is shared bytop management andother le0el ofmanagement.

&cope &cope of delegation islimited as s!periordelegates the powersto the s!bordinateson indi0id!al bases.

&cope is wide as thedecision ma#ing isshared by thes!bordinates also.

Responsibility Responsibilityremains of themanagers and cannotbe delegated.

Responsibility is alsodelegated tos!bordinates.

(at!re )t is a ro!tinef!nction.

)t is an importantdecision of an

enterprise.

BASIS DELEGATION DECENTRALIZATION

$ d f $ d i t i $ d t # b



$reedom ofWor#

$reedom is not gi0ento the s!bordinatesas they ha0e to wor#as per theinstr!ctions of theirs!periors.

$reedom to wor# can bemaintained bys!bordinates as theyare free to ta#e decisionand to implement it.

(eed onp!rpose

%elegation isimportant in allconcerns whether big

or small. (oenterprises can wor#witho!t delegation.

%ecentralizationbecomes moreimportant in large

concerns and itdepends !pon thedecision made by theenterprise3 it is notcomp!lsory.

Grant of

,!thority

he a!thority is

granted by oneindi0id!al to another.

)t is a systematic act

which ta#es place at allle0els and at allf!nctions in a concern.

$reedom of,ction

Aery little freedom tothe s!bordinates.

-onsiderable freedom.

BASIS DELEGATION DECENTRALIZATION

Grant of Responsibility ,!thority with



Grant ofResponsibility

Responsibilitycannot bedelegated.

,!thority withresponsibility isdelegated tos!bordinates.

&igni1cance %elegation isessential for creatingthe organization.

%ecentralization is anoptional policy at thediscretion of topmanagement.

Withdrawal %elegated a!thority

can be ta#en bac#.

)t is considered as a

general policy of topmanagement and isapplicable to alldepartments.

Process %elegation is a

process whiche2plains s!periors!bordinatesrelationship.

)t is an o!tcome which

e2plains relationshipbetween topmanagement and allother departments.



• %ecentralization is delegation of a!thoritythro!gho!t the organization.

• %ecentralization helps in the de0elopment ofmanagerial talent3 q!ic# decision ma#ing3 red!cingb!rden on top management3 de0elopment ofinitiati0e3 growth and better control

CONCLUSION



BIBLIOGRAPHY

WEBSITES E-BOOKS

www.mcqslearn.com Essentials ofmanagement by HaroldKoontz and Heinz

Weihrich

www.nptel.iitm.ac.in Principles ofManagement by G. R. erry

www.managementst!dy

g!ide.com

Management" as#s and

Responsibility

www.ncs!.ed! Management oday"Principles and Practices



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BER)E& 999

delegation & centralization

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