Delegation is the process of distributing and trusting work to another person. In management or leadership within an organisation, it involves a manager aiming to efficiently distribute work, decision-making and responsibility to subordinate workers in an organization. Delegation may result in creation of an accountable chain of authority where authority and responsibility moves down in an organisational structure. Inefficient delegation may lead to micromanagement.
There are a number of reasons someone may decide to delegate. These include:
- To free themselves up to do other tasks in the pace of their own
- To have the most qualified person making the decisions
- To seek another qualified person's perspective on an issue
- To develop someone else's ability to handle the additional assignments judiciously and successfully.
Delegation is widely accepted as an essential element of effective management. The ability to delegate is a critical skill in managing effectively. There are a number of factors that facilitate effective delegation by managers, including "Recognising and respecting others’ capabilities; evaluating tasks and communicating how they fit in the big picture; matching people and assignments; providing support and encouragement; tolerating ambiguity and uncertainty; interpreting failure as a key to learning".
Process
According to Dr. Kanthi Wijesinghe, Senior Lecturer at the National Institute of Education, "Delegation begins when the manager passes on some of their responsibilities to a subordinate. Responsibility is the work assigned to an individual." Delegation is strongly dependent on a supervisor's ability to communicate, motivate, and understand individual preferences and differences. The process of delegation involves ensuring that a task and appropriate employee have been selected. The process of delegation requires "preparation, initiation, implementation, and closure". While a manager can delegate authority for a task, the ultimate responsibility is not transferred. This means that delegation involves a process of sharing, which may include "authority, power, influence, information, knowledge, or risk". This builds trust and morale between managers and subordinates. The internal and external environment of an organisation is often characterised by many interfering factors. Some of these include "too much urgency, inexperience, and lack of trust".
Principle of parity of authority and responsibility
This principle outlines the concept that authority and responsibility co-exist and must go hand-in-hand.