DELEGATION OF POWERS

Transfer of certain responsibilities from the superior to subordinates and giving

them the necessary authority, which is necessary to discharge the responsibility
properly.
In delegation, an attempt is being made to have meaningful participation and
cooperation from the subordinates for achieving certain well-defined results.
Due to delegation, the routine responsibilities of the superior are reduced. As a
result, he concentrates on more urgent and important matters.
Secondly, due to delegation, subordinate becomes responsible for certain functions
transferred to him.
Delegation is a tool, which a superior manager uses for sharing his work with the
subordinates and thereby raising his efficiency.
Delegation is not a process of abdication. The person who delegates does not
divorce himself from the responsibility and authority with which he is entrusted.
e remains accountable for the overall performance and also for the performance
of his subordinates.
Delegation is needed when the volume of work to be done is in e!cess of an
individual"s physical and mental capacity.
Delegation involves the following three basic elements#
a. Assignment of duties to subordinates,
b. $ranting of authority to enable the subordinates to perform the duties
assigned, and
c. %reation of obligation on the part of subordinate to perform duties in an
orderly manner.
Objectives of Delegation of Authoit!
&. To reduce the e!cessive burden on the superiors
'. To provide opportunities of growth and self -development to the
subordinates
(. It acts as a techni)ue of management and human resource development.
*. To improve overall efficiency in administration
Pocess of Delegation of Authoit! "
Delegation process involves four distinct stages. The process of delegation moves
through these stages. The following figure shows the stages in the process
of #elegation of authoit!.
Fou Stages In Pocess of Delegation of Authoit! "
$A% Assign&ent of #uties to subo#inates "
+efore delegating, the delegator has to decide precisely the duties which are to be
delegated to the subordinate or a group of subordinates. The authority is delegated
accordingly and the subordinate is told what is e!pected from him. The usual
practice is to list the functions to be performed by the subordinate. In brief, in the
first stage of delegation process, duties are assigned to the subordinate.
$'% Tansfe of authoit! to (efo& the #ut! "
In the second stage of delegation process, the authority is granted by the delegator
to his subordinate ,delegate-. Authority must be delegated strictly to perform the
assigned duty. In brief, the transfer of authority should be ade)uate considering the
duties assigned to the subordinate.
$)% Acce(tance of the assign&ent "
In this third stage of delegation process, the subordinate.delegate the task assigned
to him in the first stage along with the authority given in the second stage.
The process of delegation will move to the fourth and the last stage, once delegates
accept the assignment of work accompanying the authority.
$D% )eation of Obligation * Accountabilit! * Res(onsibilit! "
The fourth stage in the, delegation of authority is the creation of obligation on the
part of the subordinate to perform duties assigned to him in a satisfactory manner
by using the authority given. When subordinate accepts a task and the authority is
given, an obligation is created. e has to perform the assigned task by using the
authority granted to him. A subordinate is also responsible.accountable for
completing the assigned work. e is held answerable to a superior for the
satisfactory performance of that work assigned. The delegator has to help his
subordinate as and when necessary as he is responsible to his
superior.organisation.
A#vantages * I&(otance of Delegation of Authoit!
&. Superior are relieved of routine work and they can concentrate on higher
functions of management like policy making , etc.
'. /eads to motivation of subordinates # Subordinates are encouraged to give
their best at work when they have authority with responsibility. They take
more initiative and interest in the work and are also careful and cautious in
their work.
(. 0acilitates efficiency and )uick actions # Delegation saves time enabling tile
subordinates to deal with the problems promptly. They can take the
decisions )uickly within their authority. It is not necessary to go to the
superiors for routine matters. This raises the overall efficiency in an
administration .
*. 1aintains cordial relationships # The superiors trust subordinates and give
them necessary authority. The subordinates accept their accountability and
this develops cordial superior-subordinate relationships.
Source ,with some modification made-# http#..kalyan-
city.blogspot.com.'2&2.23.delegation-of-authority-principles-and.html retrieved
&4.5.'2&*
+a,i& Delegatus Non-(otest #elegae
A person to whom an authority or decision-making power has been delegated to
from a higher source, cannot, in turn, delegate again to another, unless the original
delegation e!plicitly authori6ed it.
Source#
http#..www.duhaime.org./egalDictionary.D.Delegatus7on8otestDelegare.asp!
retrieved &4.5.'2&*
9!emption #
&- If statute e!pressly allows delegation of powers
'- If there is an urgent need of delegation of powers as the officer receiving the
authority is not able to perform the duty
The Delegation of powers is only valid if the officer having the powers retains its
original powers when delegation process is made.
In +ala!sia .
Legislation available. Delegation of Po/es Act 0123
9!amples of delegation of powers in 1alaysia#
Section 04 Delegation of Po/es Act 0123.
:here by any written law power is given to the ;ang di- 8ertuan Agong to
act in his discretion, then it shall be sufficient, unless it is otherwise e!pressed, for
such act to be signified under the hand of the 8rivate Secretary to is 1a<esty, the
=eeper of the >ulers" Seal or of such other person as may by notification in the
$a6ette be designated in that behalf either generally or specially by the ;ang di-
8ertuan Agong.
Signification of orders, etc., of, and signing of documents by, the ;ang di-
8ertuan Agong
Section 01' 5iT+ Act
Appointment of 8ro-%hancellor
&?+. ,'- If for any reason the %hancellor is unable to e!ercise any of his functions
under this Act, he may authori6e any of the 8ro-%hancellors to e!ercise such
functions on his behalf.
Section '?A Act &3(
8ower of 1inister to delegate
,&- The 1inister may, sub<ect to such conditions, limitations or restrictions as he may
specify, delegate to the +oard the e!ercise, discharge or performance of any of his powers,
duties or functions under this Act.