Full Project Chapter 1-5 DELEGATION OF AUTHORITY AS A STRATEGIC TOOL FOR MANAGEMENT EFFICIENCY
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CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
One of the aims of setting up a business organization is to gain competitive advantage and to make profit. Without the employees discharging their assigned responsibilities, the objectives of the organizations may not be achieved easily and timely. Thus, employee performance is a crucial determinant of organizational goals. According to Al-Jammal, Al- Khasawpeh&Hamadat (2015), employees who are engaged in their work and committed to their organizations give the organisations crucial competitive advantages including higher productivity and lower employee turnover. Thus, it is not surprising that most of today’sorganizations find ways to make the employee to be committed by delegating some managerial authority to them.Due to the competitive nature of business activities which could be traced to globalization, the task of carrying the burden of the business activities cannot be done by the business owner(s) or managers alone. Therefore, there is need for some responsibilities to be shifted or assigned to the employees which will reduced the workload and pressure of the business owner(s) or managers (Quibble, 1977).
Delegation of authority is one of modern trends practiced by managers. It is function stands out contributing and increasing the level of motivation of employees and achieving positive returns for (an organization with a manager) and (an employee with a customer) both. On the level of an organization, it achieves competitive advantage, knowledge inventory, increases the level of productivity and speed in finalizing tasks effectively. On the level of manager, it alleviates functional burdens, gains employees’ satisfaction and builds cooperation and trust between manger and employees giving a chance for manger to have full-time for realization more important work. So, it reduces physical and intellectual efforts exerted by manager and other employees. On the level of an employee, it works on achieving functional empowerment, constructing alternative and administrative leadership, making employees feel self-confidence and motivation for Excellency in performance. On the level of customer, it meets the needs of customers rapidly, delivering or providing the service will not be delayed due to delegation authority. Giving the customer a higher level of care and attention, building customer’s perceived and creating loyalty and mutual respect for an organization and production in which the organization produced.
According to Al-Jammal et al.(2015) delegation of authority has impact on an organization, on the manager and on the employees. They opined the impact of delegation of authority on organization helps in achieving competitive advantage, increase in production as well as effectiveness in task completion. In the same vein, they stated that delegation of authority has lessen the functional burdens of the manager and it has built cooperation and trust between the manager and the employees which led to employees satisfaction. Thus, it reduces physical and intellectual efforts exerted by manager and other employees;on the level of an employee, they stated that delegation of authority works on achieving functional empowerment, constructing alternative and administrative leadership, making employees feel self-confidence and motivation for excellence in performance; andon the level of customer, delegation of authority meets the needs of customers rapidly, delivering or providing the service will not be delayed due to delegation authority. Past studies such as Al- Jammal et al, (2015), Kombo. Obonyo, &Oloko (2014) Kiiza&Picho (2014) etc have demonstrated that application of delegation of authority will help employee effectiveness to be enhanced, managers will be able to maintain their job position and preserve the process of facilitating business affairs, employees’ loyalty, and achieving performance efficiency .And it serves as a way to help manager in alleviating the burden of running the affairs of the business.Yukl and Ping Fu (1999) established that greater delegation will result to the following factors: Competence of the employee, sharing of managers’ task objectives by the employee, longstanding and positive relationship of the manager with the employee, and the status of the lower-level persons. Managers who choose to do everything hamper their own productivity; limit their employee performance and any contribution they do make as managers is often accompanied by frustration and excessive personal effort (Koontz et al, 1983).Thus, it is important to incorporate delegation of authority to managerial functions or practices to increase employee performance towards achieving organizational goals.
1.2 STATEMENT OF THE PROBLEM
Delegation of authority involves a manger given one his employees a task to carry out and the corresponding authority. One of the major challenges of delegation of authority is the abuse of power by the employees. Some employees let the short term authority given to them to get into their head and they end up misbehaving.
The choice of employee to delegate duty and authority to is one the problems faced by a manger when it comes to point of delegation of authority. It is impossible for a manager to carry out all the tasks but the fear of delegating duties to an incompetent person is one of challenges. It stands out reality of phenomenon of delay in delivery of services to citizens, reviewers and routines from perspective of researchers based on thoughts of customers in order to obtain variety services, functional job methods and technical tasks done by employees of Nestle PLC which leads the capacity to absorb a long time with customers and reviewers to obtain the required services.So this study is focused to examine delegation of authority as a strategic tool for management efficiency.
- OBJECTIVES OF THE STUDY (PURPOSE)
The purpose of this study is to ascertain the nature of delegation
Ascertain who delegates
Ascertain the effect of delegation and responsibilities on staff performance.
Ascertain what authorities that are delegated ascertain the extent of accountability in carrying out the delegated functions etc.
- RESEARCH QUESTIONS
- is authority really delegated in the Nestle Plc?
- is there sufficient time to do an effective job delegation?
- is authority delegated to the right people?
- does delegation of authority have effect on the performance of the staff.
- how effective does a subordinate make use of these delegated authorities?
- SIGNIFICANCE OF THE STUDY
The finding of this study (when completed) will be important to managers, employees and future researchers.
The managers will find out that this study will make him realized that delegation will help them achieve organizational goals and the manager will also find out the dynamics and procedures of delegation.
Through delegation, the manager is able to divide the work and allocate it to the subordinates. This helps in reducing this work load so that he can work on important areas such as planning etc.
In the areas of the employee, the superior will center his energy on vital and critical issues of concern.
This way he is able to bring effectiveness in his work as well as in work via in the area of the subordinate to flourish their abilities and skills. Through delegating authority the subordinate gets a feeling of importance.
It is a guide in which superior-subordinate relationship stands. An organization function well as the authority flows from top level to bottom.
Finally, futures researchers who may wish to undertake related topics in study may find out that this work will be a valuable guide to their endeavour.
- SCOPE OF THE STUDY
This research work would center in the reason why managers fail to delegates authority on its subordinates and also the reason why delegation of authority is practiced in many organization today. It is also conducted to know the effect of delegation of authority on the staff and manager or administration of the NigeriaNestle Plc.
- LIMITATION OF THE STUDY
TIME FACTORS: It is observed that time was the first factor which affected the researcher. Since it is also a course to be studied, it causes hindrance to other studies and also takes most of the researcher’s leisure time. Making research trip from Owerri to Port Harcourt to gather some useful information, the duration to carry out this research work is so short thereby making it impossible for proper studying of the organization.
FINANCE: The researcher was limited by little or no finance to carry out the work which result chiefly due to personal cost and transportation cost.
As it is noted, finance in any business organization or research work is conveniently regarded as the most powerful working tool as it constitutes the main stream of any transportation and an efficient research work.
RESPONDENT: In carrying out this research work the employees were found not co-operating very well with the researcher by nut giving out details or information required of the work because they tend to see it as a means of tarnishing the image of the organization they work unclear.
- DEFINITION OF KEY TERMS
- DELEGATION: This is the flow transmission of authority from top to the bottom of the organization. It is a way or process which involves the assignment of task the transmission of authority for accomplishment of the task and the accomplishing of task.
- NESTLE PLC: This is the administrative service of government international agency exclusive of the armed forces especially on who appointments are determined by competitive examination.
- AUTHORITY: This is the legitimate power given to someone to control the activities of others by issuing orders and enforcing obedience. In other words, it is an official power given to a person or body.
- ORGANIZATION: This is an organized group of persons who come together for the purpose of attaining a certain set goals or objective.
CHAPTER TWO
- LITERATURE REVIEW
2.1 INTRODUCTION
This section of the study reviews data prepared by different authors. It reviews the work of Denyer (1974) who maintains that it is important that there should be assigned or delegation of the right amount of the right duties and to the right people. Denyer explains that it is important that the main object of delegation is to free the delegator of detailed duties so as to aim him to concentrate on his own more important work.
It also reviews the work of Agu (2000:10) process because none of the concept for example departmentalization authority, relationship and decentralization could be integrated or cultivated without the utilization of delegation principles.
- CONCEPT OF DELEGATION
Delegation is said to be the process whereby individual or group transfers to some other individual or group the duty of carrying out some particular decision (Apple by (1972:259). Delegation of authority is the process by which managers allocate authority downward to the people who report to them. For actions to occur when delegation takes place, the following must happen.
- the delegator assigns objectives or duties to the subordinates.
- the delegator grants the authority necessary to accomplish the objective of duties.
- acceptance of the delegation whether implied or explicit, creates on obligation or responsibility.
- the delegator holds the subordinates accountable or result.
- it should be noted that delegation process provides avenue for training and development of subordinates for management succession.
According to Dele (1998:112) decisions should be made at the lowest competent level, that is responsibility and commensurate authority should be delegated as from down in the organization as possible. It is sometimes said that responsibility cannot be delegated, infact some writers state as a principle that the responsibility of supervisor for the acts of his subordinate is absolute. It may seem that there are two contractictory rules or principles here. But it is not wrong to accept both lets say that A is B’s immediate superior and that B in turn has a subordinate C B is free to delegate decision to C, but he is still accountable to A for the result of the decision.
It is part of B’s responsibility not to delegate decision to the incompetent, and if his judgment of C’s competent was in error, he cannot expect A to excuse hint simply because he personality did not make a given mistake.
Each person should be accountable to only one superior in the example, C is accountable to B while B is accountable to A in the strike observance of this principle. A will never tell C what to do or correct him if he does not do what he is suppose to do. If C makes a bad mistake, A will not talk along or make a little complaint as he deems wise. Similarly, C should not be permitted to go to A with a request for help on a problem; he must go to B even though B may have to consult A before taking action.
Delegation is one of the most important management skills; good delegation saves time, develops people, and groans a successor and motivators. It is a very helpful and succession planning, personal development and seeking in the job, it enables people to gain experience to take on higher responsibilities.
Effective delegation is crucial for effective succession for successor and the manager too; the main task of a manager in growing a thriving firm or organization is ultimately to develop a successor, when this happens everyone can move on bringing in new people from outside (Ugwu 1989).
- REASONS FOR DELEGATION OF AUTHORITY
According to Moslgy (1983:261) there are many reasons for delegation of authority
- Delegation of authority enables managers to attain or accomplish more that when they attempt to handle every task personally.
- Delegation of authority allows management to focus their energy on the most crucial task or the task of high priority.
- delegation also did subordinates to grow and develop even if it means learning from their mistakes.
- delegation of authority is needed to make decision.
Pletri (1983:259) delegation hastens decision making, transfers the junior in the acceptance of responsibility and develop the spirit de corps in the department.
If there is no delegation employees who are not involve in the process of the organization can become apathetic and develop attitude because when one has something to do, he or she will not think of behaving in apathetic manner.
Delegation also allow for productivity because employees cannot have a cause to take sick leave when they are not sick while they have some work to do. Delegation increases efficiency because managers will do only those tasks that they suppose to do and delegate the rest to the subordinate thereby dividing the labour and division of labour leads to achieving efficiency.
- WHY MANAGERS FAILS TO DELEGATE
According to Megginsion (1983:263) delegation is crucial to effective management but some managers refuse to delegate authority or delegate weakly for several reasons, some of the more important reasons:
- Managers may feel more powerful if they retain decision making privilege for themselves.
- Managers do not care to face the risk that subordinate will exercise authority poorly.
- Managers believes that subordinates lack the ability to exercise good judgment that “I can do it better myself” notion. The indiscipline figure described in 136 x 9.1 is an example of the way some managers behave toward their subordinate.
- Managers feel that subordinate would prefer not have broader decision making latliced.
- Managers feel that subordinates would perform task so effectively that their own position will be threaten.
Although delegation is the managerial techniques through which a manager assign task to subordinate along with authority to carry them out some managers or supervisors are hesitant to delegate task to subordinate. Quibble (1977) gave a variety of reasons for this behaviour such as:
- Some managers simply cannot delegate or they are afraid to delegate.
- They feel they can perform certain task more effective than subordinate.
- They want the task to be done in their own way which may not be the way the subordinate would choose to do the task.
Quibble (1977) further gave some guidelines to improve effectiveness of delegation.
- a) The manager or supervisor should select the qualified or appropriate kind of people to delegate the task to.
- b) The manager should select task that can be delegated.
- c) The managers should make sure that the work assignments are fully understood.
According to Okenwa (2003) some managers are unwillingly to delegate task because they lack confidence in their employees and the lack of trust which may be as a result of subordinates incompetence or superiors fear of loosing authority. Also if managers cannot find a means of feedback, that is of assuming himself that authority being delegated is used to support enterprise goals and plans, he may not delegate at all.
Some managers also don’t welcome subordinate idea, they don’t allow the subordinate to bring their own initiative thereby failing to delegate task to them.
- THE DYNAMICS OF DELEGATION
According to Albers (1961:245) the management literature is replaced with double task about delegation. Greater delegation or decentralization has been landed by many executives but practice does not always reflect preachment. Executives are often more reluctant to delegation that they themselves will admit. Perhaps the most common problem in the respect is the failure delegates responsibility over relatively minor matter. For too many executives cluster their desks and mends with details that could be handled by a literate office boy. Some of them are so concerned with the position of the sheet music on the stand that they fail to conduct the orchestra.
They frequently disrupt the worth of subordinates by neglecting to develop a systematic approach to delegation.
The allocation of decisional responsibility is also related to qualities of subordinates. Some subordinates have the capacity to assume more responsibility than others. One may have opposite propensities.
They idea can obviously be carried too far in a cooperatives decision making system. Anarchy would soon reign supermen if executive failed to abide by the basic pattern or responsibility set forth in the plan or the organization.
However, there is generally a shallow area with which decisional responsibilities may shift between superior and subordinate. Delegation should be viewed as a dynamic rather than a static concept.
According to Denyer (1974) superiors frequently increases responsibilities as subordinate become more experienced. On the other hand, the responsibility of “weak” subordinate are often reduced by delegation to another subordinate or to the superior himself. Also, the executive may permit a subordinate to make decision about a certain matter at one time but not at another. A serious mistake by a subordinate may cause a superior to resume responsibilities. Formerly delegated personal antagonism between superior and subordinate may also lead to shift in responsibility.
- DELEGATION PROCEDURES
According to Ibekwe (1984:39) means the transfer of some work load of management to handle the other jobs more effectively. It is not a device for passing in some work or responsibility to someone else.
And it is not a means of demonstrating the weakness of subordinates.
The manager delegating his duty must ensure that the subordinate has the capacity and ability to perform the delegated task as ultimate responsibility for delegation of duty rest on him (the manager). He is accountable to higher authority for duties and cannot therefore surrender his responsibilities by means of delegation.
Delegation however, enable him handover some of the routine aspects of his job to the subordinate. He may even handover none routine job. But in either case, he must take into account the capacity and ability to the subordinate, and should give all the necessary co-operation of duty or work must be accompanied with necessary authority for performing without delegation officer who has been delegated with the duty of taking charge of the vehicles of the company should have authority over the movement of the vehicle.
But his authority stops where the authority of his immediate superior who delegated him the duty starts.
The immediate superior management by exception to give him a freehand and to intervene only when there is a significance deviation from the term of reference refers to limitations as to what the subordinate will not do in the course of performing the task.
A good subordinate has to ensure that the work delegated to him is carried out and in conformity with the terms of reference. Awujo (1995:51)
He is accountable to his immediate superior for the performance of the job and his own part of responsibility in the accomplishment of the job. Ultimate responsibility however lies with the immediate superior who has to see that the work is done and should therefore mentor progress on the job and give guidance where necessary.
It must be emphasized that delegation is just one man to the other affair “A” may delegate to “D” and so on down the line. At each stage the guiding factors as to whether or not to delegate remain the capacity and ability of the subordinates and responsibility for the delegated duty lies with the manager delegating his duties.
The more a delegated duty is further delegated down the line, the greater the risk of distortion of instruction and detective performance, this has been the bane of delegation. A subordinate to who duty has been delegated has to report back how he got on with its execution; this in itself a check.
According to Joseph (1995:51) it is not usual to find a manager requesting subordinate to carry out a specific function personally. The whole idea is to ensure that it is not delegated any further. But if a manager forms the habit of requesting his subordinate to carry out every delegated job personally, he may over-burden the subordinate and yet give him no room to spread out the load. Delegation makes sense only when it enhances efficiency of the delegating officer and overall efficiency of the organization. Effective delegation saves a manager from carrying work load beyond his human limits. It spreads out work in an organization and makes for speed in the performance of duties. It enriches subordinates jobs, help to train and develop them and fosters a feeling of importance and belonging. Delegation is therefore a potent weapon for motivation.
2.6 OVERCOMING BARRIERS OF EFFECTIVE DELEGATION
According to Okenwa (1982) there are barriers that can hinder delegation not to be effective and different guides that will facilitate successful delegation.
Those guidelines includes:
- Build confidence in employees through training, recognition and counseling.
- define assignments and delegate authority in the light of result expected.
- Establish proper control that will be broad and show deviations from plans.
- Maintain open line of communication.
- Reward effective delegation and successful assumption of authority.
- Avoid intimidating subordinates when criticizing their mistakes.
- Provide subordinates with adequate resources to fulfill their responsibilities.
- Develop a good organizational structure that will encourage personal growth and development.
According to Meggison (1983) there are also different ways of overcoming barriers that will lead to effective delegation which includes:
- delegating as easily as possible
- assign complete task not isolated parts of them.
- Make it clear whether the delegation of authority is permanent or temporary.
- be sure that the person is capable and wants to accept the task.
- Entrust authority and responsibility along with the task.
- Put extensive and important task in writing.
- Do not interfere unnecessarily in the performance of the task.
- Make it clear that the staff member can come to you for advice and support if needed.
- Explain the task.
- Demonstrate the work.
- Ask for progress reports as stated in intervals
- Monitor the results and inform the staff members of education
- Prisa successful aspects and give constructive criticism when needed.
Also according to Quibble (1977) he gave some guidelines to improve effectiveness of delegation.
- The manager or supervisor should select the appropriate person to whom the task is being delegated.
- Select task that can be delegated.
- Help the person to whom the task has been delegated
- Make sure that work assignment are fully understood.
It should also be noted that responsibility should be clearly defined at all level before work can be delegated
- SUMMARY OF THE CHAPTER
Having talked about the delegation of authority, the reasons why managers fail to delegate, the reasons for delegation of authority.
The dynamics of delegation. The procedures of delegation and to overcome barriers for effective delegation. It is said that delegation is an important issue in every organization and should not be overlooked .management should learn the dynamic of delegation and also procedures used in delegating authority. Also managers should learn how to overcome the barriers that will lead to effective delegation in order to achieve organization’s goals and objectives.
Managers should always accept subordinate idea in carrying out task and they should build confidence in subordinates through training and development and also through recognition and counseling in other to achieve organizational goals.
REFERENCE
Apple (1972:259) Delegation of authority is the process by which managers allocate authority downward to the people who report to them.
Albers (1998:245) Management literature is replaced with double task about delegation.
Dele (1998:112) Decision should be made at the lowest competent level i.e responsibility and commensurate authority should be delegated in the organisation.
Denyer (1974) supervisors should frequently increase responsibility as subordinate become more experience.
Ibekwe (1984:39) delegation as the transfer of some work load of management to handle the other jobs more effectively.
Joseph (1995:51) Delegation enhances efficiency of the delegating officer and overall efficiency of the organization.
Megginsion (1983:263) Delegation is crucial to effective managerial activity.
Moslgy (1983: 261) Delegation enables managers to accomplish more than when they attempt to handle every task personally.
Okenwa (2003) some managers are unwillingly to delegate because they lack confidence in employees.
Pletri (1983:259) Delegation hastens decision making transforms the junior in the acceptance of responsibility.
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