284:
find it challenging to delegate tasks for the fear of becoming out of touch with the required skills or giving up something they truly enjoy. Delegation does involve a level of risk and uncertainty, which can be a powerful deterrent to delegation. When supervisors delegate a task, they remain responsible for whether or not it is carried out effectively and must consider the potential risks and rewards as a result of the delegation. Managers are often reluctant to delegate due to concerns that mistakes will be made, or that the job will not be completed to the standard which they believe they could achieve. Another concern relating to delegation is that top-level management can become wary that
280:
Organisational resources are managed more efficiently, and subordinates are able to make decisions and perform tasks faster. Through delegation, lower level employees are able to embrace the opportunity to gain experience, build on capabilities and develop skills, which improves the organisation. Delegation is positively related to organisational commitment, task performance, innovative behavior and job satisfaction. At an organisational level, delegation can provide insight into current strengths and weaknesses, providing the opportunity for improvement and growth. It also increases the capacity of an organisation to respond quickly and effectively.
178:
power, influence, information, knowledge, or risk". This builds trust and morale between managers and subordinates. The internal and external environment of an organisation is often characterised by many interfering factors. Some of these include "too much urgency, inexperience, and lack of trust". In order to minimise the effect of these factors, a clear delegation protocol should be developed and followed within an organisation.
275:
increased confidence transferred from manager to subordinate. When a supervisor demonstrates their confidence it builds staff trust and self-confidence in the employees. There is a highly significant and positive relationship that exists between delegation and trust between an individual employee and management. Leaders are able to empower subordinates through the sharing of supervisor power. This leads to
173:, "Delegation begins when the manager passes on some of their responsibilities to a subordinate. Responsibility is the work assigned to an individual." Delegation is strongly dependent on a supervisor's ability to communicate, motivate, and understand individual preferences and differences. The process of delegation involves ensuring that a task and appropriate
517:
Ein
Beispiel eines Delegationsmodells bildet das Harzburger Modell. Beim Harzburger Modell handelt es sich um ein von der Akademie für Führungskräfte der Wirtschaft in Bad Harzburg entwickeltes Modell der Unternehmensorganisation, wonach für jeden Mitarbeiter ein fest umgrenzter Aufgabenbereich mit
413:
A model is proposed that suggests that the effectiveness of delegation in a local context is a function of the global leader's cognitions and perceptions of their subordinates. Further, it suggests that this relationship is moderated by the local cultural context in that some cultures may be opposed
244:, employees should only have one supervisor, who they report to, are granted authority by and receive orders from. This employee should be solely accountable to their direct supervisor. This is associated with increased employee efficiency and less role conflict within an organisation.
222:
This principle outlines the concept that authority and responsibility co-exist and must go hand-in-hand. This means that the authority which is delegated to an employee must be consistent and equal to that of their responsibility. "Responsibility without authority is meaningless". Each individual in
213:
The authority delegated to an individual subordinate needs to be adequate to ensure their ability to accomplish the results expected of the task. Prior to delegation, the manager needs to know the purpose of such delegation and the results which they expect from it. This means that goals, standards
283:
While the benefits are clear, there are a number of potential disadvantages and challenges to effective delegation. Ineffective use of delegation includes allowing no real influence or granting too much authority to someone who is unwilling or unable to make appropriate decisions. Some supervisors
274:
Delegation is one of the best-known methods for efficiently managing time and leads to numerous benefits within an organisation. One of the most significant advantages of delegation is its use for employee motivation and development. The motivating factor associated with delegations comes from the
279:
of the supervisor's role, builds morale and generates organisation trust. Delegation significantly increases effectiveness and efficiency in multiple ways. It eases the challenges relating to management’ workload, increasing responsiveness and growing and developing the capabilities of employees.
191:
Assignment of responsibilities: When authority is delegated, the subordinate is assigned with the responsibility of this task. When someone is given the rights to complete a task, they are assigned with the corresponding obligation to perform. Responsibility itself cannot be entirely delegated; a
177:
have been selected. The process of delegation requires "preparation, initiation, implementation, and closure". While a manager can delegate authority for a task, the ultimate responsibility is not transferred. This means that delegation involves a process of sharing, which may include "authority,
270:
Delegation is an essential and extremely useful management tool. When implemented effectively and successfully delegation results in many benefits to the organisation, manager and subordinate. However, if delegation in unsuccessful and not implemented optimally, the results can lead to serious
261:
This principle asserts that employees should be given complete freedom to fulfill their responsibilities within the purview of their authority. Managers should therefore refrain from interfering with the day-today work of their subordinates, even if minor mistakes are recognized. This level of
252:
The scalar principle asserts that there are clear and formal lines of hierarchical authority within an organisation. This hierarchy reflects the flow of authority and responsibility. It clearly outlines to managers and subordinates, who has the power to delegate authority and to whom they are
231:
The principle of absoluteness of responsibility states that delegation of responsibility is not possible. Superiors are unable to relinquish, through the process of delegation, responsibility for the tasks and activities assigned to their subordinates, for they are the ones who delegated this
103:
Delegation is widely accepted as an essential element of effective management. The ability to delegate is sometimes seen as a critical skill in managing effectively. There are a number of factors that facilitate effective delegation by managers, including "Recognising and respecting others'
262:
control leads to more efficient results. In some exceptional cases, managers are able to interfere on matters deviating significantly from the norm; in this case the authority delegated to the subordinate may even be withdrawn.
223:
an organisation requires the necessary authorities in order to effectively carry out assigned tasks; disparity should not exist between the responsibility imposed on and the authority granted to an employee in order to carry out a task.
555:
The
Harzburg model, which was motivated by a desire to eliminate authoritarian leadership methods, represented the first departure from leadership trait theory. It was developed in the 1950s at the Bad Harzburg leadership academy
195:
Creation of accountability: At the completion of the delegation process, it is essential that the manager creates accountability, meaning that subordinates must be answerable for the tasks which they have been authorised to carry
108:
and uncertainty; interpreting failure as a key to learning". With organisations being such complex and dynamic entities, the success of objectives relies heavily on how effectively tasks and responsibilities can be delegated.
148:
188:
Delegation of authority: In order for the subordinate to perform the task, authority is required. The required authority is granted to the employee when the task is delegated.
104:
capabilities; evaluating tasks and communicating how they fit in the big picture; matching people and assignments; providing support and encouragement; tolerating
395:
G. Banford, Christopher; Ronald
Buckley, M.; Roberts, Foster (30 September 2014). "Delegation revisited: how delegation can benefit globally-minded managers".
185:
Allocation of duties: the delegator communicates to their subordinate the task which is to be performed. Resources are provided and a time limit is informed.
205:
There are a number of guidelines which are essential to understanding and implementing the process of delegation. The principles of delegation include:
681:
642:
360:
143:
232:
authority and assigned the duty. Responsibility is absolute, with a manager remaining accountable for the actions of their subordinates.
541:
503:
518:
entsprechenden
Kompetenzen einzurichten ist, innerhalb dessen er selbständig und eigenverantwortlich handeln und entscheiden kann.
661:
170:
530:
Stippler, Maria; Moore, Sadie; Rosenthal, Seth; Doerffer, Tina (19 August 2011). "A Look at
Germany - The Harzburg Model".
214:
of performance and targets need to be clearly outlined to direct the actions of the subordinate to completion of the task.
181:
The process of delegation does not always follow a set structure, however, some aspects which are typically involved are:
31:
324:
Meagher, Kieron J; Wait, Andrew (11 April 2021). "Worker Trust in
Management and Delegation in Organizations".
76:
288:
will delegate for the benefit of their specific needs rather than those general to the organisation.
276:
454:
Treher, E., Piltz, D., & Jacobs, S. (16 March 2011). Increasing effectiveness through delegation. In
113:
676:
132:
99:
to develop someone else's ability to handle the additional assignments judiciously and successfully
457:
A Guide to
Success for Technical Managers: Supervising in Research, Development, & Engineering
560:) under the direction of Reinhard Höhn, the academy's founder. Central to this approach is the
307:
Schermerhorn, J., Davidson, P., Poole, D. Ugh Woods, P., Simon, A., & McBarron, E. (2017).
638:
537:
536:. Bertelsmann Stiftung Leadership Series. GĂĽtersloh: Verlag Bertelsmann Stiftung. p. 26.
499:
475:
356:
285:
72:
630:
404:
333:
241:
118:
154:
124:
80:
57:
472:
Recognizing the Need For, Impacts and
Benefits of Effective Delegation In the Work Place
137:
69:
670:
65:
49:
531:
493:
455:
192:
manager must still operate under equal responsibility to the delegated authority.
564:
to individual employees, by providing job descriptions and general instructions.
478:
408:
86:
There are a number of reasons someone may decide to delegate. These include:
45:
41:
105:
337:
17:
634:
397:
International
Journal of Physical Distribution & Logistics Management
174:
40:
is the process of distributing and entrusting work to another person. In
61:
53:
311:(6th ed., pp. 282–286). Brisbane: John Wiley & Sons Australia.
90:
to free themselves up to do other tasks in the pace of their own
153:
in the 1950s), which proposed "leadership through delegation" (
460:(ISBN 9781118097731, pp. 89–111). John Wiley & Sons, Inc.
594:
Rani, S., Renugadevi, C., Ravindran, N., Kuppusamy. (2018).
169:
According to Dr. Kanthi
Wijesinghe, Senior Lecturer at the
96:
to seek another qualified person's perspective on an issue
144:
Akademie für Führungskräfte der Wirtschaft Bad Harzburg
498:(in German). Wiesbaden: Springer-Verlag. p. 100.
93:
to have the most qualified person making the decisions
75:
where authority and responsibility moves down in an
218:
Principle of parity of authority and responsibility
27:One of the core concepts of management leadership
326:The Journal of Law, Economics, and Organization
596:Office Management and Secretaryship 12th Std.
533:Leadership. Approaches - Development - Trends
8:
598:Tamil Nadu: Department of School Education
227:Principle of absoluteness of responsibility
271:disadvantages and have resultant effects.
68:. Delegation may result in creation of an
495:EinfĂĽhrung in die Verwaltungswissenschaft
297:
56:aiming to efficiently distribute work,
620:
618:
616:
614:
612:
610:
608:
606:
604:
450:
448:
446:
444:
442:
79:. Inefficient delegation may lead to
7:
590:
588:
586:
584:
582:
580:
578:
576:
574:
572:
440:
438:
436:
434:
432:
430:
428:
426:
424:
422:
390:
388:
386:
384:
382:
380:
378:
376:
374:
372:
319:
317:
303:
301:
253:answerable to.
627:Dictionary of Scientific Principles
492:Franz, Thorsten (31 October 2012).
60:and responsibility to subordinate
25:
662:Delegate model of representation
171:National Institute of Education
562:delegation of responsibilities
353:Project Management For Dummies
240:According to the principle of
1:
414:to being delegated authority.
236:Principle of unity of command
682:Power (social and political)
470:Smith, Cassandra C. (2012).
266:Advantages and disadvantages
209:Principle of result expected
558:Akademie für Führungskräfte
409:10.1108/ijpdlm-07-2013-0191
351:Portny, Stanley E. (2017).
32:Delegation (disambiguation)
698:
29:
355:. John Wiley & Sons.
625:Marvin, Stephen (2010).
159:FĂĽhrung durch Delegation
77:organisational structure
277:positive reinforcement
257:Principle of exception
158:
128:
635:10.1002/9781118582121
338:10.1093/jleo/ewaa008
248:The scalar principle
30:For other uses, see
73:chain of authority
644:978-1-118-58212-1
362:978-1-119-34889-4
286:middle management
129:Harzburger Modell
16:(Redirected from
689:
649:
648:
622:
599:
592:
567:
566:
552:
550:
527:
521:
520:
514:
512:
489:
483:
482:
467:
461:
452:
417:
416:
403:(8/9): 646–654.
392:
367:
366:
348:
342:
341:
321:
312:
305:
242:unity of command
152:
141:
131:) (developed by
122:
52:, it involves a
21:
697:
696:
692:
691:
690:
688:
687:
686:
667:
666:
658:
653:
652:
645:
624:
623:
602:
593:
570:
548:
546:
544:
529:
528:
524:
510:
508:
506:
491:
490:
486:
469:
468:
464:
453:
420:
394:
393:
370:
363:
350:
349:
345:
323:
322:
315:
306:
299:
294:
268:
259:
250:
238:
229:
220:
211:
203:
167:
146:
135:
116:
81:micromanagement
58:decision-making
35:
28:
23:
22:
15:
12:
11:
5:
695:
693:
685:
684:
679:
669:
668:
665:
664:
657:
654:
651:
650:
643:
600:
568:
542:
522:
504:
484:
462:
418:
368:
361:
343:
332:(3): 495–536.
313:
296:
295:
293:
290:
267:
264:
258:
255:
249:
246:
237:
234:
228:
225:
219:
216:
210:
207:
202:
199:
198:
197:
193:
189:
186:
166:
163:
114:Harzburg Model
101:
100:
97:
94:
91:
26:
24:
14:
13:
10:
9:
6:
4:
3:
2:
694:
683:
680:
678:
675:
674:
672:
663:
660:
659:
655:
646:
640:
636:
632:
628:
621:
619:
617:
615:
613:
611:
609:
607:
605:
601:
597:
591:
589:
587:
585:
583:
581:
579:
577:
575:
573:
569:
565:
563:
559:
545:
543:9783867933995
539:
535:
534:
526:
523:
519:
507:
505:9783531194936
501:
497:
496:
488:
485:
480:
477:
473:
466:
463:
459:
458:
451:
449:
447:
445:
443:
441:
439:
437:
435:
433:
431:
429:
427:
425:
423:
419:
415:
410:
406:
402:
398:
391:
389:
387:
385:
383:
381:
379:
377:
375:
373:
369:
364:
358:
354:
347:
344:
339:
335:
331:
327:
320:
318:
314:
310:
304:
302:
298:
291:
289:
287:
281:
278:
272:
265:
263:
256:
254:
247:
245:
243:
235:
233:
226:
224:
217:
215:
208:
206:
200:
194:
190:
187:
184:
183:
182:
179:
176:
172:
164:
162:
160:
156:
150:
145:
139:
134:
133:Reinhard Höhn
130:
126:
120:
115:
110:
107:
98:
95:
92:
89:
88:
87:
84:
82:
78:
74:
71:
67:
63:
59:
55:
51:
47:
43:
39:
33:
19:
626:
595:
561:
557:
554:
547:. Retrieved
532:
525:
516:
509:. Retrieved
494:
487:
471:
465:
456:
412:
400:
396:
352:
346:
329:
325:
308:
282:
273:
269:
260:
251:
239:
230:
221:
212:
204:
180:
168:
112:Compare the
111:
102:
85:
66:organization
50:organisation
37:
36:
147: [
136: [
117: [
70:accountable
18:Deputations
677:Management
671:Categories
474:(Thesis).
309:Management
292:References
201:Principles
48:within an
46:leadership
42:management
38:Delegation
479:ADA558768
106:ambiguity
656:See also
175:employee
549:19 July
511:19 July
165:Process
142:at the
62:workers
54:manager
641:
540:
502:
359:
155:German
125:German
64:in an
151:]
140:]
121:]
639:ISBN
551:2024
538:ISBN
513:2024
500:ISBN
476:DTIC
357:ISBN
196:out.
631:doi
405:doi
334:doi
161:).
44:or
673::
637:.
629:.
603:^
571:^
553:.
515:.
421:^
411:.
401:44
399:.
371:^
330:36
328:.
316:^
300:^
157::
149:de
138:de
127::
119:de
83:.
647:.
633::
556:(
481:.
407::
365:.
340:.
336::
123:(
34:.
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.