The equality of authority and responsibility is the basic principle of a sound organisational relationship. It means the authority should not be delegated to avoid the situation or outcome, but it should aim to deliver better on the job. This is called the principle of management by exception. Plans may change and decisions have to be taken in the light of the changed conditions. Generally authority and responsibility are highly interconnected. By clarification of limits of authority we mean that while delegating authorities to the subordinates they should be made to understand all the limits of authority. It Should Facilitate the Organisation Process. The delegation should not aim to create hindrance in normal functioning of the department or organisation. Of course, authority should, so far as possible, be co-extensive with responsibility. The subordinates must understand clearly what activities they must undertake and what delegator expects from him. Accountability flows upward while the delegation of authority normally flows downward.
In the absence of well-defined job descriptions, there arises confusion about the performance of the job. If he makes any honest mistake in utilising the powers, the moral support must be provided to maintain and boost the confidence level of subordinate. Parity of Authority and Responsibility – There should be a logical relation between authority and responsibility. There is no common denominator for measuring equality between these. (5) Limits to Authority should be Well-Defined: A manager cannot properly delegate authority unless he fully knows what his own authority-limit is.
Develop Mutual Trust 14.
Though theoretically it is done so, but in practical life what happens is that the authorities are vested in individuals because they use them. Some of these principles are listed below: 1. However, authority should be delegated commensurate with responsibility. Principle of effective control – There should be a suitable control system to measure the performance of subordinates. When subordinate gets command from several bosses there are chances of confusion, evading duties and escaping responsibility. Principles of Absolute Responsibility: The responsibility of subordinates to the superior for performance is absolute once they have been delegated the power to carry out an assignment. This principle states that the responsibility and the authority co-exists. Before delegating, an executive should define clearly and precisely the objectives to be achieved by the delegation of authority and responsibility. Definition: The Delegation of Authority is a process through which a manager assigns responsibility to the subordinate to carry out the work on his behalf. He/she cannot hold line managers or workforce responsible for underperformance. The nature and concept of duties assigned can suggest to a great extent, the type and extent of authority required to perform them.
The nature of duty has equal rank with the extent of delegation of authority.
If he is to receive multiplicity of commands, he may be unable to comply with any of them. The organizational objectives are to be clearly defined, as duties to be performed are related to the objectives to be attained. As far as possible the operative part of authority should be delegated. It should be no less and no more. The unity in command enhances the respect for his superior, maintains his position and brings certainty. It presupposes that goals have been set up and plans have been made, that these are communicated and understood, and that jobs have been set up to fit in with them. The authority and responsibility in delegations should go hand in hand. Selection of persons should be done in the light of the jobs to be done. If situation does not require, the delegation should be avoided. iii. Delegation should be Need Based 112. Thus, clearly defined objectives of each department, the expected results, the specific activities to be performed and intradepartmental relationships help the manager to determine the requirements of that specific position. If repairmen is not able to get repair work done, production manager will be responsible to CEO if their production is not completed. A manager can only delegate his authority in respect of use and control of resources, not his responsibility for the performance of the duty or responsibility assigned to him. Therefore, as far as possible, dual subordination should be avoided. Subordinate should receive command from only one superior, and dual subordination should be avoided. ‘Delegation’ is the process by which authority is transferred to a subordinate by his superior.
The job should be designed and divided in such a way as to achieve the objectives. In simple words the duties which have been assigned to a subordinate in the process of delegation must be specifically stated in terms of the results of objectives which are expected to be realised through the delegation process. To avoid confusion in this respect, there should be written manuals and orders in the organization to indicate the limits of authority area of each manager.
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