Delegations Of Authority And Centralization Of Authority

 

1.0 INTRODUCTION We are making steady process in our analysis of the different components that make up the management function of organizing. All what we have been doing are relevant in the

design of an organization.

That is, when the manager is creating positions and level sin the organization by identifying the roles necessary to attain the objectives of the organization. Remember that it is one of the areas of management where the manager has to apply his designing skill as well as the skills of visualization i.e. to achieve. Another name for that is conceptual skill.

We are on our way to consider another important aspect of organizing which we have been mentioning but have not yet been treated. It is the issue of delegation of authority. We have been mentioning repeatedly that a manager should not be given responsibility without the necessary authority; neither should authority be given without responsibility. That  is to say that both authority and responsibility should go hand in hand. In this note, we shall know what delegation of authority means and the condition under which delegation is meaningful. We will also be looking at the limitations of delegation.

Thereafter, we will be examining the opposite form of delegation, which is the centralization of authority. Centralization of authority is a rare case because absolute centralization means that there is no organization. It is a one man business. But we shall see those reasons which may necessitate centralization of authority.

 2.0 OBJECTIVES

By the end of this note, you should be able:

· define delegation

· explain conditions for delegation of authority

· list limitations of delegation of authority

· define centralization of authority

· give reasons why centralization of authority may be necessary.

3.0 MAIN CONTENT

3.1 Delegation of Authority

 Authority and responsibility always go together and they can not be separated. If for any reason, there is a separation, the work will suffer. The manager with authority but no responsibility becomes a director and a tyrant and it is dangerous because the final out come of their actions will not be to the interest of the organization.

On the other hand, the manager with responsibility but no authority can not take decisions; neither will he be able to make use of organizational resources. It is a frustrating situation. That is why in designing the environment, it must be conductive. And one way to make it conducive is to equate authority with responsibility.

3.1.1 Definition of Delegation of Authority:

Delegation of authority is used to mean the granting of right and approval from a superior source to a subordinate to function within prescribed limits. It enables the subordinate to receive the authority to a accomplish tasks assigned to him. But delegation of authority is being given to the subordinate, the superior source at the same time still retains his original authority.

This means that total delegation can not be done for this will amount to removing one’s responsibility. Again, no one can  delegate the authority he des not possess. Before delegation of authority is made, that authority must first and foremost be seen in you even though it is only a part of it that you are delegating. The entire concept of delegation starts with the assignment of tasks to subordinate.

This is followed by provision of the requisite authority to accomplish the tasks. There should also be demand for responsibility. This means that there is accountability in delegation.

3.1.2 The Advantages/benefits of Delegation

The recognized advantages of delegation are :

 (a) It reduces the manger’s burden since a manager generally has responsibility for more tasks than he can perform. Delegation thus relieves the manager from performing duties of routine nature. He concentrates on more pressing things.

(b) The subordinate to whom the tasks is delegated to is being developed. This is because we learn by doing and it has often been said that experience is the best teacher. There are also benefits of participation in various executive programmes, seminars, workshops among others. All these and more would not have materialized if delegation was not effected .

(c) It provides continuity by making sure that once as employee leaves, another one takes over his position and performs the necessary tasks since he has been trained previously through delegation.

(d) It makes it possible for the organization to expand because there will be a ready pool of tested officers (subordinates) that can be posted to man the new positions and roles that the organization has created. Though this, there will be no hasty arrangements for training in order to fill the new position neither will the organization fail to create necessary new roles simply because there are no subordinates to occupy the new positions and perform the new roles.

(e) Delegation of authority is also a source of motivation because subordinates are being developed through challenging tasks. Success completion of the tasks creates a sense of fulfillment and pride. There is recognition too and the subordinates naturally look forward for promotions which they get. 

 3.1.3 Limitations of Delegation of Authority

There are also recognized disadvantages f delegations of authority. The main ones are the following:

(a) Some managers will prefer to perform all activities by making all decisions. They want to be seen as the live-wire of the organization and nothing works without training and preparing subordinates for higher responsibility is not their priority. Such mangers are the type that gives assignments but no commensurate authority. Delegation will be of no advantage under such circumstance.

(b) Another problem which is disadvantageous is the desire by some managers to dominate and make their presence felt on every issue. They like to work under pressure and keep themselves busy with appointments and insisting that subordinates must approach them with every matter for approval.

(c) Some managers fail to delegate because they fell that the subordinates will make better decisions than the ones they would have made if there was no delegation.

 (d) Delegation is retrieved again by the unwillingness of some managers to accept risks which will occur if subordinates should make decisions. There fear is that the subordinate may take the wrong decisions. Their fear is that the subordinate may take wrong decision.

(e) Again another problem area of delegation is the reluctance of some subordinates to take higher responsibility because of fear of criticism, feeling of inadequacy and other negative attitudes.

3.1.4 Conditions for Delegation There are necessary and sufficient conditions which must be on ground before delegation of authority can work. These conditions are the following:

(a) Delegate by expected results: This means that the assignments must be defined by breaking it into specific activities. Then authority is provided in the height of the work that has to be done and the results that are expected. The authority must therefore be granted to the extent that will help the subordinates to achieve.

(b) Selecting an appropriate subordinate for delegation. We have just noted that some subordinates feel reluctant o accept higher responsibilities. Such persons should not be forced to do anything particularly sensitive tasks. The appropriate subordinate should be selected. As a result, the qualifications of the person concerned may influence the nature of delegation.

(c) Maintaining parity of authority and responsibility. We have been stressing this point over and over. We are re-emphasizing it here again for it is vital to successful delegation. Authority should be given that is commensurate with the task.

 (d) Ensure that each subordinate receives directives from one boss. He must be accountable to the boss. This is to avoid confession and friction. We call this notey of command and we shall be discussing them in future notes.

(e) There should be good flow of communication if delegation is going to walk. Nothing works in an organization without communication; delegation of authority is no exception. Communication spells out what to be and the expected result. It is also vital to decision making.

(f) There should be appropriate control in the process of delegation. This is necessary so as to ensure that the desired result is what is being received. Any negative derivation should be promptly investigated so as to correct it before it is too late.

(g) There must also be a climate of confidence by ensuring that the subordinate is mentally free from fear and has the confidence that delegation is an opportnotey for him for self development and growth.

(i) The manager must also have a strong belief in delegation by stressing the need for and belief in the principle of delegation. He must therefore be willing to accommodate mistakes when they occur, although he should be stricter in the event of frequent occurrence.

(j) Assist the subordinate from time to time in the process of accomplishing the task before him.

3.2 Centralization of Authority

Centralization of authority is one source while decentralization is the spreading of authority take decisions down the organization line. In practice, there is no absolute centralization of authority. There must be always the centralization of authority (i.e delegation). If this is not the case, then there will be no organization structure.

We have also noted that management can not delegate all his authority. if he does , he ceases to be a member of the organization. This is why, extremes in delegation and centralization of authority can not be found in practice.

3.2.1 Reasons for centralization of authority:

If centralization of authority is introduced in an organization, the probable benefits are the symbol:

(a) Prestige Symbol This is one probable reason why there will be centralization of authority. The Chief Executive wants to get more power, prestige and feeling of importance for more than any other person around.

(b) Creating more uniformity Centralization of authority results in greater uniformity of policy, practices and decisions. There will be no room to create difference policy or carrying organizational activities from the ones that they have already been made by the Chief Executive. Decisions outside the ones from the Chief Executive are minimized. As a result any adverse decisions by way of mistake from subordinates are avoided.

(c) Lowering cost Under centralization of authority lesser levels and position will be created. This will reduce cost drastically because when positions are created, employees should be there and they need to be paid their salaries and wages, their officers furnished, cars provided plus other demands. But if there is centralization of authority all these expenses would be avoided. 

 4.0 CONCLUSION

This note has treated an important aspect of organizing, that is, the delegation of authority. We have stressed the fact that delegation of authority should be at poor with responsibility. We identified conditions for delegation as well as the advantages and limitations of delegation. Finally, we took the very opposite of delegation, which is centralization of authority. We highlighted the probable reasons why there would be centralization of authority.

 We draw the conclusion that in practice, there is no absolute delegation because that will mean that the manager who is doing the delegation will cease to be a member of the organization. We again pointed out as well that there is no absolute centralization of authority because that will mean that there is no organization but a one man business.

 5.0 SUMMARY  
Delegation of authority has been discussed in this note. We saw the definition, the conditions for it, the advantages and limitations. We treated centralization of authority and the probable benefits or reasons for centralization. All these will lead us to our next subject matter which is on business structure. We will be discussing it in our next note.

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