Problems of Delegation of Authority There are three types of problems on delegation of authority: a. Problems of Superiors b. Problems of Su...
Problems of Delegation of Authority
There are three types of problems on delegation of authority:
a. Problems of Superiors
b. Problems of Subordinates
c. Organizational Problems
a. Problems of Superiors:
A superior may not come forward to delegate the required authority to his subordinates in view of the following reasons:
1. Desire for Domination-
Some managers have the desire for domination They have a feeling that delegation of authority to subordinates would result in loss of control. Such managers want their subordinates to come to them always for getting approval.
2 Superiority Complex-
Some managers have a feeling that they only are capable of doing the work. They think that their subordinates cannot perform as effectively as they can. As a result, they do not come forward to delegate.
3. Lack of confidence in subordinates –
Sometimes, manager may think that his subordinate may take a bad decision and as a result his department may have to suffer. Because of such a fear he may show hesitation.
4. Personal Incompetence -
A superior may avoid delegation of authority to his subordinates, if he himself is incompetent, i.e., the superior himself may be basically poor in planning and execution of work. When such a superior delegates authority to his subordinates, it would only expose his own weak points.
5. Fear that the subordinates might outshine –
Some superiors also have the fear that some of their subordinates, who are really efficient and capable, might outperform them. As a result, the superiors would lose importance.
b. Problems to Subordinates:
1. Lack of self confidence-
obviously, a subordinate who lacks self confidence, may not come forward to accept authority.
2.Fear of criticisms-
subordinate may not accept authority for the fear of being criticized if he fails to perform to the expected level.
3. Desire for spoon-feeding'-
If the superiors in organisation do not encourage the participation of subordinates in decision-making at all, such subordinates prefer to just carry out the work leaving the decision- making authority to the superiors themselves.
4. Lack of enthusiasm -
If the subordinates basically lack enthusiasm, they may not have any desire for authority. Such subordinates prefer to do the mundane work.
5. Lack of incentives -
Suitable incentives must be provided to encourage those subordinates who prove their mettle. Lack of incentives is another reason why subordinates do not show any preference for authority.
c. Organizational Problems:
The following are some of the organisational problems that hamper delegation of authority:
1. Lack of resources - Assignment of work to subordinates alone is not enough. The authority given to the subordinates must enable them to have access to the various resources, namely, men, machines, materials and money. If the organisation lacks these resources, the subordinates will not be able to perform their tasks effectively. Delegation of authority, in such a case, will be a failure.
2 Multiplicity of command – Delegation, to be effective, must conform to the principle of unity of command. If too many superiors command a subordinate, there will be confusion. The subordinate, in such an organisation, would only struggle.
3. Lack of able managers - The organisation must have able managers. Only such managers will be able to assign the right type of work to the right persons. If only the organisation can provide a good pay package and the right kind of environment, it can attract capable managers.
4. Absence of proper control system - The success of delegation can be measured only if the organisation has a proper control system. The absence of such a system would only make delegation a futile exercise.
5. An environment of mutual distrust- The organisation must ensure mutual trust and confidence between the superiors and the subordinates employed in it. Lack of such an environment would not allow any scope for delegation of authority.
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