What is meant by delegation of authority? Explain different barriers of delegation of authority.

  DELEGATION OF AUTHORITY

Delegation means assigning something to others to act towards the attainment of predetermined goals. Authority is the legitimate power of individuals for making decisions on their job responsibility. This is the formal right of the superior to command and guide subordinates to accomplish the job more efficiently and effectively. With the combination of these ideas, a delegation of authority can be understood as a philosophy in which managers (superiors) assign a portion of their authority to their immediate subordinates so that they can make required decisions while accomplishing the assigned job to them. 

This is simply the act of allowing subordinates to use the authority of the manager while doing their job. Delegation of authority facilitates decision-making at the right time so that the job can be accomplished at right time. Delegation of authority also provides career advancement opportunity to the employees.

Delegation of authority establishes a pattern of authority between superiors and subordinates. In other words, it is the formal process of sharing authority from superiors to qualified subordinates to enable them to make decisions and use resources efficiently. 

Delegation of authority consists not only of assigning the duties and responsibilities to subordinates and granting authority to them but also ensures accountability. Managers can delegate only a part of the authority that they have. This means neither full authority nor the authority from other's area of authority can be delegated. The delegated authority can be restored whenever is essential. 

Ricky W. Griffin - "Delegation is the process by which managers assign a portion of their total workload to others."

Henry Fayol - "It is the act of assigning the right to give orders and the power to exact obedience." 

Theo Haimann -"Delegation of authority merely means the granting of authority to subordinates to operate within prescribed limits." 

Weihrich and Koontz - "Delegation means vesting of decision-making discretion in a subordinate."

Terry and Franklin "Delegation means conferring authority from one manager or organizational unit to another to accomplish particular assignments.

" D. E. McFarland - "Delegation is that part of the organization process by which an executive makes it possible for others to share the work of carrying out the company's purpose. It also includes the process of assigning duties, responsibility and authority to those who he expects will aid him in doing the work."

BARRIERS/OBSTACLES TO DELEGATION OF AUTHORITY

Despite many advantages, delegation is not an easy task and is easily acceptable by all the people in the organization. There can be problems in delegating authority because of managers as well as the employees In many cases, managers fail to delegate authority to their subordinates in many instances. employees refuse the authority. Such obstacles lead to creating problems in delegating authority a are commonly known as barriers to a delegation of authority. These barriers can broadly be classified into two groups as below:

A. Barriers related to managers delegating the authority

Managers in different situations show unwillingness to delegate authority to their subordinates. Such factors or reasons which are related to managers causing problems in the delegation of authority are discussed below:

i. Lack of directing ability: 

Managers can be reluctant to delegate authority because of their poor ability to direct subordinates. They feel loosing directing authority if they are disorganized and less capable to handle subordinates.

ii. Lack of trust: 

Many traditional managers do not trust their subordinates for their capability. They think subordinates may not be able in making decisions. Managers may often trust low in the loyalty of their subordinates. Such managers who do not trust in capability, as well as the loyalty of subordinates, do not wish to delegate authority. 

iii. Fear of subordinates: 

Some of the managers who do not trust themselves in their capacity and who are not updated on the organizational procedure also show unwillingness to delegate authority. Managers feel that if they delegate authority they lose the respect of subordinates. They think that they can lose moral power to control subordinates who deserve authority and are capable of handling jobs more efficiently and effectively. Thus, they do not want to delegate authority to subordinates.

iv. Showing personal importance:

Many managers think if they delegate their authority they lose their importance in the organization. They think subordinates do not respect managers if they get authority from managers. Because of this reason, managers hesitate to delegate authority.

 B. Barriers related to subordinates

In many situations, subordinates do not accept authority from their superiors. Refusing the tendency of employees also creates problems in delegating authority. Followings are some common reasons for which subordinates hesitate to receive authority from their superiors:

i. Lack of self-confidence:

It is common problem of the subordinates that many of them lack confidence and trust in themselves so that they can accomplish the job effectively. They think that they have to accomplish their best if they get authority from superiors. They fear poor performance for a higher level of responsibility. Thus, they refuge authority from senior managers.

ii. Lack of incentive: 

Subordinates think getting higher authority is only a matter of adding extra responsibility. They think they have to pay more effort for the added responsibility. Thus, they demand additional incentives but in most cases, they do not get any additional financial incentives. Subordinates may avoid extra responsibility if extra incentives are not provided.

iii. Lack of information and resources:

Many subordinates do not accept the responsibility easily because they do not get easy access to the information and resources. Responsibility cannot be accomplished effectively at the lack of information and resources. In such a situation, subordinates become reluctant to accept delegated authority.

iv.  Fear of criticism: 

Many subordinates fear criticism for any mistake that may happen during the job accomplished. Because of fear of failure, subordinates deny the responsibility and authority.

v. Habit of depending upon manager: 

Many subordinates feel comfortable working under the direct supervision and control of managers. They feel comfortable doing things guided by others. They depend upon their superiors for information and techniques. They do not want to take responsibility and act independently as they think decision-making incurs challenges of failure.