DELEGATION OF

AUTHORITY
PROCESS INVOLVED AND ATTITUDE TOWARDS DELEGATION

PRESENTED BY
1. DEEPAK M B190403CS
2. DEVIKA SIVAKUMAR B190847CS
 DELEGATION OF AUTHORITY
❑ Delegation :
• transfer of authority on subordinates to make them perform the assigned duties or
tasks.

❑ Helps in achieving organizational objectives.

• Achieving goals
• Development of the company

❑ The manager or superior cannot delegate the

authority which they do not possess.

❑ The manager cannot delegate their full authority to a subordinate.

 PROCESS OF DELEGATION
1. ASSIGNING TASKS TO THE SUBORDINATE :
Identifying the duties to delegate.
Identifying the right subordinate for each task and assign the duty.

2. DELEGATING AUTHORITY TO FULFILL THESE TASKS :

Involves transfer of responsibility.
Expectation and objectives are conveyed.
PROCESS OF
DELEGATION
(CONTINUED)
3. TRANSFER OF AUTHORITY TO PERFORM DUTY

• The delegator has to identify the amount of authority required by

the subordinates to complete the task and bestows that on the
subordinates.
• The subdivision of powers is very important to get effective
results.
4. MONITOR AND ENCOURAGE
• The implementation process of delegation has to be
followed closely.
• Subordinates should be guided when they need help.
5. EVALUATION
• The implementation process of delegation has to be
followed closely.
• Subordinates should be guided when they need help.
PERSONAL ATTITUDES
TOWARDS DELEGATION
❖ RECEPTIVENESS

Willingness to give other’s ideas a chance. The

superior should also be willing to help others
and compliment them on their ingenuity.

❖ WILLINGNESS TO LET GO
Manager must be willing to let go of the
rights to make decisions to subordinates.
❖ WILLINGNESS TO LET SUBORDINATES MAKE MISTAKES

The manager must be prepared to accept the fact that

anyone can make mistakes. They should be able to give counseling and
explanation of objectives to avoid such mistakes.

❖ WILLINGNESS TO TRUST SUBORDINATES

Trustful attitude between supervisor and subordinate is very
important for successful delegation. This can be developed by
choosing the right subordinate for the task and training for
completion of the tasks.
METHODS AND TYPES OF
DELEGATION

PRESENTED BY :
1. DHARAVATH LAXMI PRASANNA B190509CS
2. EDULA SRI RANGA SRIHIT REDDY B190489CS
3. ESHA PANDYA B190296CS
TYPES OF DELEGATION
Types of Delegation
❑ Full and Half Delegation.
❑ Formal and Informal Delegation.
❑ General and Specific Delegation.
❑ Written and Unwritten Delegation.
❑ Downward and Upward Delegation.
 FULL AND HALF DELEGATION

❖ These two types of delegation determine the degree to which someone delegates

their authority.

❖ The importance of delegation of authority is evident in recurring and repetitive jobs

in organizations that are fully delegated.

❖ For such tasks, there is very little to no interference from managers and leaders, and
team members are given maximum authority.

❖ Take this situation for instance: imagine you’re the Human Resources head at your
organization. You conduct employee surveys every quarter and reuse a set of
standard questions and follow a particular protocol to circulate the surveys. If new
members join your team, you can hand over that task completely. You can
communicate the objectives in advance and your team can present the final
results after they collect the information.
❖ To delegate half a task seems like a bad idea but when done
well, it can do wonders.

❖ Suppose you want to hire new employees. Looking through

hundreds of job applications isn’t easy, so you can delegate
the preliminary task of looking through resumes and
shortlisting them to your team members. You can then look
at the shortlisted resumes. You may set certain expectations
so that your team picks candidates with the required skills
and expertise.
FORMAL AND INFORMAL DELEGATION
These types of delegation of authority depict the different degrees of formality
involved in a delegation process.

It is based on giving authority.

Whenever a task is assigned to a person then the required authority is also given
to him.

This type of delegation is part of the normal functioning of the organization. Every
person is automatically given authority as per his duties.

Informal delegation does not arise due to position but according to

circumstances.

A person may undertake a particular task not because he has been assigned it
but it is necessary to do his normal work.
 GENERAL AND SPECIFIC DELEGATION
✔ When authority is given to perform general managerial functions like planning,
organizing, directing etc., the subordinate managers perform these functions
and enjoy the authority required to carry out these responsibilities.

✔ The chief executive exercises overall control and guides the subordinates from
time to time.

✔ Specific delegation refers to a specific task or function.

✔ The authority delegated to the production manager for carrying out this
function will be a specific delegation.

✔ Various departmental managers get specific authority to undertake their

departmental duties.

✔ For example, a freelance marketing professional may be required to produce

only marketing collateral for a particular project within a specific timeline.
WRITTEN AND UNWRITTEN DELEGATION

❖ When the delegation is passed through circulars ,letters

or any other   written document it is called Written
delegation.

❖ Anything which is delegated must be written for Written

delegation.

❖ When a delegation is passed to the person through

customs or delegations, it is called Unwritten
delegation.
DOWNWARD AND UPWARD DELEGATION

❖ Downward delegation can been considered as a superior's delegation of

authority to his/her immediate subordinate

❖ Upward Delegation happens when a subordinate assigns some of his/her

tasks to his/her superior

❖ Upward Delegation is not so common

METHODS
OF
DELEGATION
ADMINISTRATIVE DELEGATION
● Administration is when one or more authorized rights are granted to someone
to do a certain job.

● Delegation is the ability for that someone to transfer the authorized right that
has been granted them to another.

● Administration Roles consist of a subject

(the person to whom the role is granted), the
resources (the objects to which the role pertains)
and actions (view, manage/modify).

● Administrators who are authorized to perform a task may transfer this right to
others using Administration Roles.

● Therefore, we can define delegating administration as the transference of

authorized rights from one to another.
GEOGRAPHICAL DELEGATION
❑ When the company is functional at various
geographical locations.

❑ One executive cannot manage all the work

being placed at one location.

❑ This authority is delegated to various

executives placed at different locations.

❑ This is the geographical method of delegating

the authority.

❑ This method of delegation is employed by

companies functioning at national or global
level.
 FUNCTIONAL DELEGATION
Functional authority is the right that
is delegated to an individual or a
department to control specified
processes, practices, policies, or other
matters about activities undertaken
by persons in other departments.

Organization divided into various

departments each with its own
executive head and line of
administration.

These heads are accountable to the

higher authorities i.e. the chief
executives.
TECHNICAL DELEGATION

❖ Purely based on knowledge and skill

❖ Tasks are distributed based on the

skill and experience of the personnel.

❖ Such a method is highly beneficial as

the task is accomplished with utmost
expertise.
THANK YOU