8 Cs of Delegation of Authority
Introduction
Organizational effectiveness is dependent upon several factors. Appropriate quantum of delegation of authority to the right persons and up to the right level is one of them. Unfortunately, public servants all over the world are very reluctant to delegate for one reason or another, even though the appropriate delegation of authority is the perfect foundation on which the superior-subordinate relationship stands. Whether it is a lack of confidence in their employees or fear of losing control, it not only stifles the capacity building of the employees but also de-motivates them to put in their best efforts.
What is delegation?
Delegation can be defined as the assigning of certain responsibilities along with the necessary authority by a superior to his subordinates. It is a subdivision of powers vesting in authority and its allocation to the subordinates for achieving the goals and objectives of the organization efficiently and effectively. Remember, a delegation only transfers certain responsibilities to your subordinates along with giving them the necessary authority enabling them to discharge their new responsibilities properly. In no way it entails the surrender of authority by the competent authority.
Elements of Delegation
Every process of delegation essentially involves three interrelated steps i.e. delegating authority, vesting responsibility, and holding the delegate accountable.
· Authority — is the legitimate power vested in a competent authority with the right to delegate it partially or wholly to its subordinates for the realization of the goals and objectives of the organization. Authority always flows from top to bottom and gives a right to the competent authority to use and allocate resources efficiently, to take decisions, and to give orders to achieve the organizational objectives.
· Responsibility –if authority flows from the top to the bottom, the responsibility moves from the lower to the higher rungs of an organizational structure. A person who is given the responsibility to complete the task assigned to him has to ensure that he accomplishes the tasks assigned to him. Responsibility without adequate authority is as useless as authority without responsibility, as both can create discontent and dissatisfaction among all.
· Accountability — means holding the delegate res answerable if there is any variance in the actual performance from tasks assigned without giving any plausible reasons. Being the bedrock of superior-subordinate relationships, accountability can neither be delegated nor can it be avoided. Accountability is a result of responsibility and responsibility is the result of authority. Therefore, it is said that authority is delegated, responsibility is created and accountability is imposed
Need/Benefits of Delegation
Delegation is not only the need of a big organization like government departments but also the legally mandated function of a public servant. The reduced workload of a superior as a result of delegation of authority makes t possible for him to concentrate his energy on critical issues of concern, enabling him to bring effectiveness in his work as well in the work unit. This effectively helps a manager to prove his ability and skills in the best manner.
There are very elaborate manuals in every government department explaining in detail the respective roles and responsibilities of every officer working in that organization. Unfortunately, senior officers generally ignore these manuals and invariably try to pass orders on issues that are the prerogative of their subordinates, not only wasting their own time and creating unnecessary stress but also causing a delay in service delivery and hindering the grooming of the junior officers.
Delegation of authority gives enough space to the subordinates to polish their abilities and skill, have a feeling of importance, and get motivated to work. Besides improving the team’s productivity and building their capacity, proper delegation of authority in letter and spirit allows senior management to devote more time and attention to policy formulation and strategic planning.
Finally, leaving an efficiently working organization and capable team is the best legacy a public servant should aspire to. It is only possible by a maximum delegation of authority when you are in power.
8 Cs of delegation
· Conceive-what are the duties you perform
· Choose-what can be delegated
· Candidacy-who is fit to shoulder the responsibility
· Clarity-clear cut instructions
· Communications-constant liaison
· Confidence-have confidence, build confidence
· Constant monitoring to see how fardelegation is successful
· Capacity building-do not leave them in the lurch
A bit of detail of each of these elements is as follows
- Conceive
The first step in deciding what to delegate and to who is to make an exhaustive list of all the duties you perform-whether these have been written in your formal job description or not. At the same time, the duties your respective employees perform be also categorized. Critically examine what are the essential functions and what are peripheral. Maybe the organization is performing some functions which do not strictly fall under its purview. It is time to weed them out. Similarly, you may realize that some functions can be conveniently outsourced to save costs and time. Weed out what unnecessary duties, if any, you or your employees are doing. Good time to retain the most essential duties your organization should be doing
2. Choose
Once the above exercise is complete, choosing what to delegate and what to retain is one of the biggest leadership challenges. Delegate the routine and others where not much policymaking is involved. Remember, you cannot delegate the following
A. incentives and rewards system
B. monitoring and evaluation
C. Upward communications/relations
D. Sensitive information handling
3. Candidacy
Do not delegate to those who are not capable of handling the increased roles and responsibilities. Do not overload your employees in one go. Gradual delegation is as important as the quantum of delegation. Delegate in the line of duty-concerned ones, and not pick and decide based on discrimination. While assigning the tasks and duties to your subordinates, clearly define the result expected from them and grant them sufficient authority but create responsibility and accountability
4. Clarity
While delegating the authority to your subordinates, clarity of orders is the most significant, clearly explain what is expected of him and how he should go about it. Issue wrote orders of not only what you are delegating to whom, but also the frequency and channels of response should also be spelled out. Remember the colossal loss of lives during the Crimean War, immortalized in the Charge of the Light Brigade, was the result of wrong communication of orders of the seniors to the field officers.
5. Communications
The importance of communication cannot be overemphasized in successful administration. It becomes all the more critical when you are delegating authority to your juniors. Whether delegated or not, having constant communication with your subordinates is the sine qua non of your effective leadership
6. Confidence
People take time to adjust to new and enhanced responsibilities. You must have confidence in your employees to rise to the occasion. Have confidence in them and build confidence in them. Forgive and forget if they make mistakes in this process.
7. Constant Monitoring
Once delegated, your role and responsibilities just change, not finish. Constant monitoring and taking corrective measures wherever needed is your responsibility
8. Capacity building
Delegation of responsibility along with appropriate authority not only helps in increasing the efficiency and effectiveness of the organization, but it also builds the capacity of the employees, motivating them to stay. However, if you do not do so, they will not operate at their optimum level. Avoid a Catch-22 situation. Help them to excel. Remember the classic reply of a boss relating to the query of his second in command about what would happen if they built the capacity of the employees, and then they leave — -‘what will happen if we do not groom them, and they stay.
Conclusion
Keeping an optimum balance between what to delegate to whom and why is an important policy and strategy issue facing a civil servant. It would go a long way in achieving the organizational goals on the one hand and meeting the self-actualization goals of your subordinates on the other. However, remember that delegation of authority does not absolve you of your overall responsibility. It is your moral and legal responsibility to own if anything goes wrong because it was you who made the crucial decisions relating to the delegation of authority.
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