Delegation and Inter-departmental

coordination

Presented by-
Manish Kumar Singh
Neha Shukla
Aniruddh Tiwari
Semantha
 DELEGATION
Fundamental aspect of manager’s job;
Transferring a task or procedure to someone
else!
 Delegation:

“Transferring responsibility for the

performance of an activity from
one individual to another while
retaining the accountability for
the outcome” (ANA, 1993)
 ACCOUNTABILITY

“Being obligated to answer for

one’s acts, including the act of
supervision.”
 Supervision:

“Providing guidance for the

accomplishment of a task or activity
with direction, periodic inspection of
accomplishment”…“function of
qualification”
WHAT DELEGATION IS NOT

• “dumping” work indiscriminately

• giving orders
• abdicating control or responsibility
Delegation implies that the
subordinate is given the
authority to do the job, can
make independent
decisions, and has the
responsibility for seeing
that the job is done well.
 Delegation involves:

• Determination of the task to be

accomplished
• Assessment of each person’s competency
• Amount of decision making needed
• Level of supervision available
 Advantages of delegation
• Managers - seek and accept increased
responsibilities from higher level managers

• Employees – training, self-confidence &

willingness to take initiative

• Organization – better decisions , save time

 10.10
Excuses Managers Make for Not
Delegating
 Employees lack experience
 It takes more time to explain than
to do the job myself
 A mistake by an employee
could be costly
 Employees are already too busy
 Delegating is terrifying to me

Source: Adapted from R. B. Nelson. Empowering Employees Through Delegation.

Burr Ridge, Ill.: Irwin, 1994, 20-26
 BARRIERS TO DELEGATION

• Manager’s reluctance to “give away”-

disorganized & inflexible nature
• Insecurity and confusion – Managers are always
accountable for the actions of their employees
• Lack of confidence in subordinate
• Fear of losing authority – If employee does “too
good” a job
 Guidelines for effective delegation

Prerequisites:
 Managers willingness to give employees freedom to
accomplish the delegated task

 Open communication between manager & employees –

employee’s capabilities and willingness

 Managers ability to analyze – organizational goals, tasks

requirement, employee’s capabilities
 Tasks of effective delegation

1. Decide which tasks can be delegated –

demanding and challenging assignments

2. Decide who should get the assignment –

• Who has available time?
• For whom it should be an appropriate &
useful developmental experience?
• Does the job requires special competence?
3.Provide sufficient resources for carrying out the
delegated task – Financial, staff or time
resources

4.Delegate the assignment:

• Impart relevant information
• Specify the results expected not the methods to
be used
• Cultivate free and open communication
5.Be prepared to run interferences, if necessary-
insufficient resources or resistance from other
persons

6.Establish a feed back system: ‘The tighter the

control ,the less actual delegation is taking place.’