An Introduction

Presented by:
Prof. V. Viswanadham
Assignment of new responsibilities
(and authority to carry out tasks)

A form of power sharing

(Empowerment)
With responsibility
goes authority and
with them both
goes accountability
 Accountability
Being answerable for actions /
failure to take action

Responsibili Authority
ty Control or power to act
Obligation on responsibilities
 Responsibility CAN be delegated
but CAN NOT be transferred

Responsibility ~
You may share it with others,
but your portion is not diminished.
You may delegate it,
but it is still with you.
 Authority
~ Right to use assigned resources,
including personnel,
to accomplish a task or objective.
~ Right to issue orders
and expect obedience
~ Power or control
to act on responsibility
CAN and should be delegated
 Accountability
Being answerable for responsibilities
~ Actions OR Failure to act
linked to responsibility.

Results matter ~ NOT “intentions”

Emphasizes necessity to consider all
possible consequences
CAN NEVER be delegated
 Potential Advantages
of Delegation
Assignment
Improvedof Decision
new responsibilities
Quality
(and authority
Enhanced to carrycommitment
subordinate out tasking)
A Better
form Time management
of power sharing
Job enrichment
(Empowerment)
Development of subordinates
Creates learning opportunities
Helps in identifying potential leaders
Improves Team Building
 What to Delegate
~ Tasks better done by subordinates
~ Urgent, not high priority tasks
~ Tasks relevant to a subordinate’s
career
~ Tasks of appropriate difficulty
~ Both pleasant and unpleasant tasks
~ Tasks not central to the manager’s role
 How to Delegate
Clear, concise expectations about ~
Results / Objectives
Priorities / Deadlines
Provide adequate authority,
specify limits of discretion
Specify reporting requirements ~
What / How often / Format
Ensure that subordinates accept responsibility
Check for comprehension ~
Clarify Doubts / concerns / questions
(CONT)
 How to Delegate (Contd)

Inform all others who need to know

about the delegation made
Monitor progress:
TRUST, BUT VERIFY
Ensure that subordinate receives
necessary information
Provide support / assistance
Avoid Reverse Delegation
Make mistakes a learning experience
Opportunity to train
Review and explain what do you want next time?
Why
WhyWe
WeFail
FailtotoDelegate
Delegate
Need for power / control
Feeling a sense of Insecurity
Fear of subordinate failure ( Distrust )
Loss of control / being in charge
Situational constraints
Non-availability of Time
The nature of job - Confidential information
Manager has expertise, self-confidence,
and desires to maintain high quality
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Prof. V. Viswanadham ~ [040 – 2722 3383