You are on page 1of 4

BARRIERS TO EFFECTIVE DELEGATION

There are certain barriers to effective delegation. These barriers occur on the part of superiors and all of the subordinates. They are as follows-

SUPERIOR SIDE

a) Lack of confidence in subordinate sometimes it so happens that manager or hierarchical bosses are not sure about the capacities and competencies of their subordinates. Consequently, they keep all authority to themselves and merely entrust responsibilities to their subordinates. The net result of such deficit of confidences is failure of the task. b) I m the best doer attitude Some of the managers do not have faith in their subordinates perceptions and suggestion. They are ego-centric. They have blind belief that they only can do all jobs successfully or at least no task can be well performed without their intervention. These attitude lead to frustration and the sense of hopelessness on the part of the subordinates. Eventually they lose faith in the boss and enthusiasm in the task. The result is stalling the progress of the organization.

c) Lack of ability to direct Some of the superior reach the hierarchical top position without true merits. That is why they are always doubtful whether they would be able to direct their teams in times of crisis or when the team press for their direction. So they do not delegate power to anybody on the other hand they expect workers to give good result. This one way expectation upsets the balance of organizational progress. d) Avoidance of risk Sometimes investing power of somebody who might have not reached enough maturity level, may prove risky that the misuse of power will lower the image of organization may nag many a bosses. Consequently, the centralization of power will happen. In such scenario, people will fill anguished, and will not venture to take any initiative lest they might become the target for failure. e) Lack of developing control system Many times superior is self doubting Thomass. They feel that once the authority is delegated to the subordinates, he/she would prove himself/herself smarter than required. They would dominate the entire team and over rich their areas of jurisdiction. In such cases they feel unable to control them because of their smart work and dominating personalities. Fearing this to happen, they reserve all authority with themselves alone.

ON SUBORDINATES SIDE

These are also certain weaknesses on part of the subordinates to accept delegation of responsibility and authority. These weaknesses are as under

A) Lack of self confidence Sometimes employees feel that they may not be able to accomplish the task given to them. Through know the job well and are also aware of how to do it, they lack confidence. Hence they fight shy of willingly accepting the responsibility. B) Lack of incentives or benefits Employees many times feel that addition responsibilities must carry extra benefits like promotion or monitory gains. If the organization does not give such incentives the delegate will feel reluctant to accept that. C) Fear of criticism for failure People usually does not like to be criticized. An initiative or responsibility when is likely to attract criticism or blame from the bosses or the peers is shun. D) Fear of overburdening Subordinate usually shun any extra responsibilities because they feel that they would be over burdened or their extra working will neither be realized nor compensated. That is why they take all responsibilities as a thankless job.

E) Lack of adequate information and resources Some superiors in their day to day working develop a grudge prejudice or malice towards any of their employee. Owing to the experience, expertise and of such employ the superior has no option but to delegate some responsibility and authority to him or her. But out of the superiors prejudice for the employee he does not either give him full information regarding the task or with hold certain important resources consequently, the employ fails in the successful completion of his/her task. This blocks successful delegation of task with authority.