1. What is authority and what are the types of authority?

Answer:

Authority can be defined as the power and right of a person to allocate resources
efficiently, take decisions and give orders to achieve the organizational goals.
Depending on the degree of dispersion of authority in an organization it can be
classified as centralized and decentralized.

Centralization is the systematic and consistent reservation of authority at central

points within the organization usually, at the top level management. In a
centralized organization most of the decisions are made by the top level
management based on some pre- set policies.These are then enforced through
the various levels.

Decentralization in an organization basically refers to the delegation of authority

by the top management to the other levels of management. Major objective of
decentralization is to empower the lower levels of management where the work
is actually performed so that they can take quick decisions concerning customer
service.

2. Differentiate between centralization and decentralization.

Answer:

Centralization in an organization involves decision-making capability in the hands

of top management. It implies that all power, authority is upheld at the topmost
level.

Decentralization in an organization involves decision-making capability through

middle management or lower management. Power , authority are upheld by
lower management.

Flow of communication:
In Centralization communication is vertically aligned.

In decentralization there is no alignment it flows freely.

Decision:

In centralization decision making process is slow.

In decentralization decision making process is faster.

Authority:

In centralization only senior managers have a power.

In decentralization middle and lower managers also have power.

Implementation:

In small organisations centralization can be adopted.

In large organisations decentralization can be adopted.

3. Define delegation. Why is it important?

Answer:

Allen defines Delegation as “The entrustment of a part or responsibility and

authority to another and the creation of accountability for performance.”

Delegation is an administrative process of getting things done by others by giving

them responsibility. All important decisions are taken at top level by Board of
Directors. The execution is entrusted to Chief Executive. The Chief Executive
assigns the work to departmental managers who in I urn delegate the authority to
their subordinates. Every superior delegates the authority to subordinates for
getting a particular work done. The process goes to the level where actual work is
executed. The person who is made responsible for a particular work is given the
requisite authority for getting it done.

The Importance of Delegation are as follows;

 The manager can motivate his/her team by giving them challenging tasks
and opportunities for learning through delegation.
 Delegation is the most helpful tool for succession planning, personal
development and promotion.
 It saves time and can be used as for more productive purposes.
 Providing manager to focus to specific tasks.

4 What are the factors that affect delegation?

Answer:

 Willingness of subordinates to accept the responsibility

 The manager’s attitude to delegate authority is important because he
should not have the attitude of holding power back to him.
 Desire to dominate- Manager’s intention to hold on the authority and
dominate the subordinates.
 Confidence in Subordinates-Only if the superior is confident in his
subordinates he would delegate authority.
 Quantum of work- When work increases the delegation of work also
increases.
5. Explain the steps in delegation process?
Answer:
The Steps of Delegation are as follows:

Step 1: Sort the tasks that can be delegated.

You need to analyse and classify what should you continue to do, and what can be
delegated. You will not lose anything, because the most important tasks will stay
in your full control, but the tasks that are repeatable, easy to be done and still
need to be done on one side, and something that’s not so important for your
attention can be delegated.

Step 2: Determine who will be in charge.

If you want to delegate some of your tasks, you need to have people who can
work on delegated tasks. Simply, find people who will be responsible for some of
your current tasks.

Step 3: Define the task that will be delegated.

Before you delegate some of your tasks you need precisely to define that tasks.
You don’t want to work on unclear or poorly defined tasks. The same is for the
person who will be in charge of that task.

Step 4: Delegate tasks.

The delegation process is transferring the responsibility for the tasks from you to
another person through notifying that person. When you tell the person about
what he needs to do, you need to tell them your clear expectations. This will be
helpful for the person in charge, especially if the delegated task, until now, was
only your responsibility.

Step 5: Monitor and encourage.

The delegation process doesn’t finish when you transfer the responsibility. You
must follow the implementation process. If there is a need for something, your
responsibility is to encourage the person in charge and give him adequate help.
Step 6: Evaluation.
The last step in a delegation process is your responsibility. You need to check how
the delegated task was performed. Should you make some changes to increase
productivity in the future?

6. Why delegation fails and what are its consequences?

Answer:

Factors for failure of delegation is that

Factors related to the delegating manager

Due to the inability of the manager to apply the principle of delegation. Some
reasons are as follows:

Love for authority

Unwillingness to let go

Lack of confidence in subordinates

Fear of subordinate’s advancement

Factors related to subordinates

Fear of criticism

Lack of information and resources

Lack of self confidence

Absence of rewards and incentives

Consequences of failure of delegation are that:

Results in failure of achieving the purpose

Creates frustration

Leads to loss of reputation and credibility

De-motivates the individuals involved in delegation

Confuses the manager by creating perceptions about the competencies of the

subordinates

Spoils the superior-subordinate relationship

Affects the future decision of the manager relating to delegation of a task to a

particular individual

Starts a reach for people outside of the organization for succession and
progression

7. What steps can be taken to improve delegation?

Answer :

1. Identify the task

Clarify what tasks should be delegated. What has been on your list a long time, what is
causing you frustration or boredom, and what are you doing that is of lower importance
or better done by someone at a lower pay grade.

2. Choose who to delegate the task to

Consider who the best person is to do this task. Is there someone who may be even
better and faster than you are at doing it? Who has the skill set already, if there is no
one, who has the aptitude to learn the skills needed to complete the task? Has the
person you chose established that they are capable, trustworthy, and can follow
through? Do they have the time for the task?

3. Confirm level of interest

Highly motivated employees will usually be excited that they have been selected for a
task, and feel empowered by you asking them. If they are not interested, or only
express lukewarm interest, it may be an indicator of a larger issue related to workload,
aptitude, or what brings them satisfaction. Make sure they are committed and on board
with the project.

4. Clearly define the task

Begin with the end in mind and clearly articulate desired results. When clarifying task
specifics, be sure to focus on the final result, not the how to part. It is often helpful to
offer general suggestions on how they might proceed along with appropriate training,
but be clear that they are in charge of how they get to the desired outcome. When
people are unclear about a desired outcome, they will often underperform rather than
risk making a mistake.

5. Clarify level of responsibility, authority, and

accountability
Name the level of responsibility, authority, and accountability you are giving them.
Clearly set out these levels at the beginning of the process. What are the reasons that
they should come to you for feedback and approval? This will vary from person to
person and from task to task. Ask and assess if they are comfortable with the level of
responsibility, authority, and level of resourcing.

6. Establish timeframes and completion date

Clearly agree upon a task completion date and when certain phases of the task should
be completed. Consider having this in written format to avoid misinterpretation or
confusion. Be clear about what completion looks like, and that both of you are in
agreement to these timeframes. Be sure to discuss how much time each day or week is
appropriate to give to the task. Consider how the time needed for this new task will
impact their other work.

7. Express confidence
Let employees know that you believe in them and their ability to do this task. People
typically live up to – or down to – the expectations we place upon them. One of the
most powerful ways to build confidence in your employees is to express your positive
expectations of them. Using phrases like “I know that with dedication and hard work
you will be able to do this.” while simple and brief, can be inspiring to the person
hearing these words.

8. Monitor progress and give feedback

Follow through on the timeframes agreed upon in Step 6. Establish a process of
receiving periodic updates. This helps to hold the employee accountable. Stay close
enough to be available for questions and to ensure everything goes well, but not so
close that you are actually the one making the decisions. Be sure to avoid micro-
managing the tasks as this undermines the authority you have handed over.

9. Give credit
Whatever you do, don’t take the credit yourself. When the task is completed give credit
where credit is due. Giving credit for a job well done inspires loyalty and continued
commitment to new tasks. When possible give public praise and recognition for a job
well done.

10. Review
Once you’ve delegated a task and it has been completed, pay attention to the results
and learn from mistakes. Change the way you approach things, and tweak your
approach as needed. Once someone has succeeded at one task, consider if they are
ready for a more significant one.

Delegation requires us to identify the right tasks to turn over to the right people while
giving them the resources and authority to complete the task. Effective delegation saves
time, increases capacity, and develops and motivates employees.