Chapter 4

> Delegation of Authority

> What is DoA and Benefits of
delegation
> Barriers in delegating
> How to delegate?
> Upward delegation

*
Management for Engineers Barhan Özce
1
Delegation of authority
> To delegate is to assign somebody to do a job.
> Delegation is the process managers use to transfer
authority and responsibility to positions below them in
the hierarchy.
> One, who does not delegate effectively, does not
manage effectively.

Benefits of delegation
> It expands your capacity to the limits of your span of
control.
> It saves you time for duties of higher importance.
> It develops capabilities of your subordinates /
employees / team members and creates opportunity for
taking initiatives.
> It renders “decision-making” more cost effective.
*
Management for Engineers Barhan Özce
2
Determination of time limit

When you assign somebody to do a job or you

plan the actions of an objective, always
communicate the time limit(s).

Time limit to be realistic, achievable and fair.

Determination of time limits together with your
employee / team member is a motivational factor.

Time limit is a two way road:

1) When you delegate a job or assign an objective
2) When your employees request something

*
Management for Engineers Barhan Özce
3
Responsibility in delegation
One who delegates can not escape from
responsibility of the delegated job ─ and the
related worry.
Responsibility belongs always to the “manager”
─Team Leader, Department Manager, Director,
AGM, VP, GM, President, CEO.

You should foresee the case where the outcome

of the job does not correspond to your
expectations ─ Do have a contingency plan.
Take into account that applications / executions
of other people may not be in line with your
thoughts.

*
Management for Engineers Barhan Özce
4
Responsibility in delegation

Points to consider:

Be ready to accept different methods / applications.

Do respect decisions of your subordinates and

take relevant risks when necessary.

BUT if you have chosen the wrong person or have

not trained him/her or have not delegated in an
appropriate manner, s/he would ruin you.

*
Management for Engineers Barhan Özce
5
How to delegate
Delegate the whole task
> This gives the individual complete responsibility and
increases his/her initiative while giving the manager
some control over the results
Select the right person
> Managers must match talent to task if delegation is to
be effective
> Identify subordinates who have made independent
decisions in the past and have shown a desire for more
responsibility
Ensure that authority equals the responsibility
> In addition to having responsibility for completing a
task, subordinate must be given authority to make
decisions about how best to do the job

*
Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
6
How to delegate
Give thorough instruction
> Successful delegation includes information on what,
when, why, where, who and how.
> Subordinate must clearly understand the task and the
expected results
Maintain feedback
> Keep open lines of communication with subordinate to
answer questions and provide advice, but without
exerting too much control
Evaluate and reward performance
> Once the task completed, the manager should asses
the results, not methods

*
Management for Engineers The New Era of Management, Richard L. Daft Barhan Özce
7
Why “upward delegation”?

1. The subordinate avoids risks.

2. The subordinate is afraid of critics.
3. Lack of confidence and courage of the
subordinate.
4. The subordinate does not have necessary
knowledge and resources to perform the job
successfully.
5. The manager (“boss”) wants to feel that his
subordinates need him.
6. The manager (“boss”) can not say “NO” to
requests that will involve him directly in the
subordinate’s job.

*
Management for Engineers Barhan Özce
8
Upward delegation
1. Recognition or award:
Recognition or reward for a major achievement
becomes more important when announced by top
management .
2. Support or approval:
When recruiting somebody, involvement of the
manager together with his/her direct report is
appropriate.
3. Critical decisions and special expertise:
If the decision making is related to the expertise of the
direct report, his/her involvement in decision making
process is suitable.
4. Benefit of the power of authority:
The top manager (CEO, Chairman) should announce
a major policy change or strategic statement.
Under all circumstances, upward
delegation shall be rarely utilized.
*
Management for Engineers Barhan Özce
9