The principles of delegation of authority include: Concept and essence

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Delegation of authority is the transfer by a manager of some task to a subordinate, which he is able to perform efficiently, based on his powers and qualifications. The role of the leader is precisely to distribute work among employees as efficiently as possible in order to final goal was achieved as best and as quickly as possible.

Depending on how rationally and correctly a manager can delegate authority to his employees, he can be assessed as a good or bad manager.

The Importance of Delegating Authority

Let's figure out why this process is needed and whether it is really so important.

Firstly, for effective business development, a manager must concentrate his attention on the main details various projects, without getting into details. A pedantic approach to control, the desire to manage everything and know everything leads to excessive loss of time. It's impossible to keep track of everything. No manager can do all the work alone. A logical question arises: why does he need subordinates who cannot “unload” the boss? The answer is obvious.
Secondly, delegating tasks to young employees allows you to train promising personnel and create a kind of personnel reserve from young talents.
Thirdly, the transfer of managerial powers to some employees can act as a kind of psychological indicator of informal relations in the team. A wise manager will monitor how effectively certain work groups perform their duties, and will also evaluate what the employee who has been entrusted with solving a certain task is capable of.
Fourth, effective delegation implies that the employee will cope with the task better than the manager. A self-sufficient manager must understand perfectly well that his task is to distribute work that his subordinates will do better than if he himself took on the task. Encouraging such a philosophy in a team has a beneficial effect on labor productivity. Through the eyes of the employee, this looks like trust from the boss. If we consider delegation as one of the methods of non-material motivation of employees, it turns out that this is a wonderful method of increasing loyalty to management.

In addition, given the fact that employees from lower echelons often see the company's problems more soberly and freshly, delegation of authority in the management of any projects can significantly improve the efficiency of solving certain business problems.

Between the terms “management” and “delegation” you need to put an “equal” sign. Until a manager understands the essence of delegation of authority, he will remain an ordinary performer who will not know what work to take on.

Considering the fact that not every subordinate can cope with the task assigned to him, the choice of a delegate must be approached carefully. Such a person must have a certain set of qualities that will allow him to effectively implement what the manager has assigned to him.

First of all, they are treated minimally required level qualifications that would give the performer the opportunity to solve the problem effectively and within a clearly defined time frame.

Secondly, the manager must be sure that the subordinate has already been involved in similar projects. You should not burden a beginner with complex tasks. Give him a more experienced assistant.

Thirdly, focus on the busyness of a particular subordinate. A person “overwhelmed” with work simply will not be able to achieve everything efficiently and on time set goals.

Pay attention to qualities such as stress resistance and performance. It is very important that the employee is psychologically prepared for such tasks. In addition, remember that the most the best choice is an interested subordinate who will be passionate about completing your task.

Also, if you work in large company, then you can always attract colleagues from other departments on mutually beneficial terms.

Basic principles of delegation

Once you have chosen a delegate, you need to begin the actual process of transferring authority. To be more effective, you need to follow the following basic rules of delegation.

The first rule is that you need to start by indicating the end result. An employee's understanding of what he will work for will charge him with enthusiasm and a desire to act as efficiently as possible. Try to harmoniously combine the company's goals with the needs of this particular employee. This way you can achieve good results.

The second rule is to clearly define the framework within which your colleague will operate. Often, a lot of problems occur precisely because the employee and the manager did not agree on the procedure for completing the task, the boundaries of responsibility, the deadlines and the project implementation schedule.

There are 5 main levels at which a subordinate can show initiative to varying degrees:

The first level works on the “wait for instructions” principle. The employee is given a minimum of creative opportunities to complete the task. In this delegation format, there is no need to control the timing and volume of work.
The second level implies that employees are given some freedom to choose the time frame to achieve results, but their actions are strictly controlled by management. It is possible to discuss options for completing a task with the manager, but the final decision is made by the manager.
The third level implies the principle “get recommendations and get to work.” Performers are given a certain freedom to choose the timing and methods of completing the task.
The fourth level allows employees to decide for themselves how to implement a particular project, but at the same time obligatory conditions is stable reporting on your actions to the manager so that he can be convinced of the correctness of the chosen direction.
The fifth level implies complete freedom of action, which is limited only by planned control by the manager. This type of transfer of authority allows the employee to fully realize his creative potential.

Every manager should have a clear idea in what format he is going to delegate tasks to subordinates.

The third rule of delegation of authority states that in order to effectively complete assigned tasks, it is necessary to discuss all issues directly with the employee. Let him say himself what deadlines he is ready to meet and what ways he sees to achieve his goal. With this approach, you should not impose on a person an already allegedly accepted version of the project. Communication should take place in the format of cooperation, not management and subordination.

A climate of trust between a manager and an employee can play into everyone’s hands, since things can get out during the communication process. interesting options solving certain problems. At the same time, it is still necessary to provide some independence to the employee. If an employee constantly “pulls” the boss on minor issues, the whole point of delegation is lost.

The fourth rule of delegation of authority and responsibility is to delegate rights to employees without the risk of malpractice. Assess for yourself which powers are needed to complete a particular task, and which will be unnecessary. Filter information that may reach your subordinates. Choose only the one that is really needed to meet the needs of the project. Show your colleagues the responsibility that they will bear to you in case of failure to complete the intermediate stages of the task.

The fifth principle of delegation states that it is best to delegate tasks to lower echelon employees with an eye to the possibility of completing them. Because managers see the problem broadly without delving into the details, a lot of time can be spent collecting additional clarifying information. At the same time, lower-level employees directly related to a particular phenomenon can offer much more effective options solving the assigned problems.

The sixth rule of delegation is to provide all possible support to the performers from the line manager. An employee who has been assigned new responsibilities, confident that he has not been left alone with a problem, will perform his duties much more effectively.

Following the seventh principle, you should clearly communicate to all colleagues to whom and what authority you are delegating. If you notice any signs of reluctance to obey the new interim manager or manifestations of mobbing, repeat your order again so that everyone realizes it unanimously.

Based on the eighth principle, the manager must delegate his powers gradually. In addition, there is no need to give subordinates only uninteresting routine work. Share those tasks that require a creative approach. If your subordinates realize that you only give them menial work, they will lose all interest in it and their productivity will drop.

The ninth rule is to suppress any attempts to return authority. Your subordinates must get used to the idea that they need to be able to solve problems quickly and without the participation of their manager. You should understand that the team should consist of professional performers, and not “blind kittens.” Persistently and sincerely explain why you give a particular task, giving employees room to express themselves. own initiative. Explain to those who want to escape work that the tasks are needed to improve the skills of the employee himself.

The last rule is based on qualitatively motivating the employee to achieve the final result. Regardless of how you are going to reward the employee (financially or morally), talk about how he will contribute to the development of the overall business.

If you adhere to these ten principles in the process of delegating your authority, then in most cases you will not have situations where you have to “patch holes” for a bad performer. Remember that many problems arise because the employee does not understand exactly what needs to be done.

Basic mistakes when transferring authority

The inability to explain what you want to achieve can be a serious obstacle to mutual understanding. If it seems to you that you have put everything in order, this does not mean at all that your ward understood you. During the dialogue, try to ask questions more often about whether you are expressing your thoughts clearly enough.

In management theory, there is the concept of fictitious delegation of authority and responsibility, when a manager tries to transfer to an employee the powers that he already possesses. Such steps can significantly undermine your authority among your subordinates.

You may also make a mistake when choosing the person to whom you delegate authority. In this case, you need to learn to conduct a more detailed analysis of a person’s abilities and character traits before giving him a piece of your power.

You should not show intemperance and grumble at your subordinates. Constructive criticism can't hurt, but overall stay calm and positive.

If you delegate authority not to one person, but to a group, then you should immediately highlight the boundaries of responsibility of each of them. A project in which no one is responsible for anything is doomed to failure in most cases.

Don't be afraid to admit to your colleagues that they may be better at something than you. This will in no way lower you in their eyes. On the contrary, if you try to do something you don't know on your own and fail, then your authority may be undermined.

Remember not to delegate too much of your authority, as this may lead to unexpected problems. Remain in charge, while supervising the work of subordinates whenever possible.

What powers should not be delegated?

First, don't leave master planning in the wrong hands. You can discuss some details with your colleagues, but approve the plan yourself, since responsibility for it rests solely with you.
Secondly, all issues related to hiring and firing staff should also be decided by the manager. A democratic manager can consult with colleagues on certain personnel issues, but must make decisions authoritarianly.
Thirdly, if on behalf of the company and the team you want to express gratitude to an employee, then you need to do it personally.
Leave urgent, confidential, risky and especially important matters to yourself too.

Effective delegation of authority in management is based on all of the above postulates. You should not consider it as a way to relieve yourself of responsibility or get rid of “dirty” work. Delegation of authority means the adequate distribution of tasks among team members in order to increase the efficiency of work as a whole. This tool allows the manager focus on work, which is strategically important for the business, without dissipating attention to secondary tasks.

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Delegation is a means by which a manager distributes among employees a number of tasks that must be completed to achieve the goals of the entire organization. If any of the tasks is delegated to another person, the manager is forced to perform it himself. In many cases this is simply impossible to do because the manager’s time and abilities are limited. M. Follett, one of the classics of management, noted that the essence of management lies in the ability of subordinates to perform work. To carry out high-quality delegation, it is necessary to comply with certain principles. Delegation of powers is based on the principles of: unity of command; limitations of management norms; assigned responsibility; compliance of rights with responsibilities; deviation reporting; transfer of responsibility for work to low level.

Principle of unity of command is that the employee must receive authority from only one manager and answer only to him. An employee, while performing assigned work, does not have the right to contact a senior manager without the permission of his immediate superior. In turn, a top-level manager cannot give his orders to an employee without his immediate superior.

The principle of limiting the control norm means how many employees a manager can directly manage. Scientific research It has been established that the best norm is 7-10 subordinates, although higher levels management, their number ranges from 4 to 8, and at low levels from 8 to 15. In recognizing the number of persons who are directly and effectively controlled by the manager, the level of management, the nature of problem solving, the qualifications of subordinates and the abilities of the manager play a significant role. If management standards are not observed at a sufficiently low level, then management will not be able to fulfill the responsibilities of coordination and control and increase the motivation of subordinates.

The optimal number of employees who are directly subordinate to one manager is determined by: the organizational abilities of the manager; qualifications of workers; type of work; territorial location; employee motivation; the importance of the work.

The principle of rights corresponding to responsibilities means that the amount of delegated authority must correspond to the responsibilities. Giving a task to a subordinate involves granting him certain powers corresponding to the issued task to use the necessary resources. Managers do not give sufficient rights to their subordinates following reasons: lack of trust in the abilities of subordinates, and you will have to do the work yourself; the reluctance of managers to give up their rights; political moments.

The principle of assigned responsibility when delegating, it means that only his boss can relieve a manager from responsibility. Delegation is the process of assigning responsibility to subordinates. But delegating responsibility to a subordinate does not remove responsibility from the manager.

The principle of transferring responsibility for work to a lower level of management indicates the ability to ensure its successful implementation. But this principle is often violated for reasons: natural reluctance to return to regular work or do more significant work.

Principle of reporting deviations obliges managers to be informed of all actual or expected changes in achieving their goals and objectives. This means that the subordinate must inform his supervisor of any deviations from the intended task.

Hello! Today we will tell you what delegation of authority and responsibility is, and how to delegate correctly.

The head of an organization cannot handle all matters independently. Therefore, the main task falls on the shoulders of a good manager - to ensure that his subordinates perform certain tasks and develop the enterprise. This is often the most important task a manager must perform. This is achieved by delegating authority to your employees. We will tell you exactly how in this article.

What is delegation and what does it mean to delegate?

Delegation is the process of transferring part of the manager’s functions to the organization’s employees in order for them to achieve specific goals. At its core, it is the definition of a problem and the granting of authority to solve it. The main manifestation of delegation of authority by a manager will be the job description.

Delegation of authority is necessary, first of all, in order to remove most of the tasks from the manager, leaving only the most important ones. At the same time, you need to understand that in a small company the manager can perform most of the employees’ tasks independently. But in a large enterprise that produces and sells its products, it is simply impossible to cope alone.

Example of delegation of authority:

The work of the credit committee in banks. This body analyzes all collected information on the borrower, assesses risks and makes an independent decision.

That is, the management of the credit institution made a management decision and created a document - a credit policy, in which it delegated most of its powers to various managers and employees of the areas. And the credit committee, as an independent body, received the right to carry out its functions - analysis and decision-making on issuing a loan.

In essence, delegation has the main goal of creating a situation in which each employee performs a specific task to achieve a specific goal. Moreover, every goal of an employee at any level goes towards achieving more global plans for the organization’s work, which have been determined by management.

Purposes of delegation

Delegation has three main goals:

Reduce the burden on managers;
Increase the efficiency of all units;
Increase employee interest.

Each of these goals has its own impact on the company's performance. An unloaded management link can more easily perform its basic, more creative functions: analyzing all incoming information and, on its basis, setting goals and finding ways to achieve them. The fewer secondary tasks a manager performs, the easier it is for him to look from the outside.

One of the main rules of management is that the manager should not participate in production. If he does this, then he turns from a director into an ordinary worker. This rule will always be true, and it is precisely because of it that there is such a division into the management and working apparatus.

Delegation of authority improves the performance of all levels. Thus, a middle manager, by transferring part of his powers, increases the importance of the work of lower levels of the company, thereby increasing their employment and, accordingly, efficiency.

An employee's interest increases when he is given additional authority to accomplish certain tasks. This introduces a level of creativity that allows even low-level employees to feel like they are part of something larger rather than performing routine tasks. This gives a sense of self-importance, increasing employee motivation.

How to delegate authority correctly - 6 principles

Delegation of authority, like everything in management, also has its own basic principles. Compliance with them will help to correctly distribute powers and thereby increase the efficiency of the enterprise by 30-40%.

These are the principles:

Principle of unity of command. The basic principle means that each employee should have only one immediate supervisor to whom he reports. Those. The manager cannot directly give orders to lower-level employees; he does this through setting goals for middle-level managers.
Principle of limitation. Each manager must be clearly assigned a certain number of employees. And in this position he can only manage them.
Principle of rights and responsibilities. A very important principle that says that you cannot delegate more powers to an employee than is written in his job responsibilities.
The principle of assigning responsibility. Delegation of authority does not relieve responsibility from the manager.
Principle of transfer of responsibility. If authority is delegated, the manager must know that tasks will be completed.
Reporting principle. Any changes or deviations from tasks must be reported to the manager.

If you do not violate all these principles, you can avoid various delays in the enterprise.

Types of powers and centralization of management

In order to fully understand the essence of delegation, you need to understand the types of powers and centralization of control. These are the main ones theoretical aspects companies that should be taken into account when developing job descriptions senior and middle managers.

Authority – the right to use the organization’s resources to achieve its goals. They are divided into line and staff.

Line authority – hierarchy of subordination. Those powers that are transferred from a boss to a subordinate, and from him to another subordinate, and so on until the immediate executor.

Staff powers – advisors outside the system. This is a device that allows you to advise, control and influence the operation of a linear device.

Depending on the scale of authority, two types of management are distinguished: centralized and decentralized. Their main difference is in the place where the decision is made. In a centralized type of management, the management apparatus makes most decisions, even those that relate to the work of senior levels. As an example, the manager determines how each salesperson needs to work with the client.

A decentralized type of management allows workers to approach problem solving more creatively. They only have the main objective which the leader set before them, and possible ways her achievements. They decide everything else on their own. In this type of management, most decisions are made directly at the workplace.

The first method is more suitable for professions that do not require a creative approach, and the second is the opposite. Doesn't exist in pure form centralized and decentralized type of management. Not all decisions can be made either in management or in the workplace.

Delegating authority to subordinates: 5 basic rules

In order to delegate authority competently, you need not only to follow the principles, but also to remember the basic rules of delegation.

Five rules of delegation of authority that reputable managers have identified over the years:

Don't concentrate power in one place. The more decisions are made in the workplace, the better the company's operations are.
Delegating authority is necessary only for the benefit of the company;
It is necessary to take into account the employment of the employee. A busy employee will not be able to cope with the additional burden of transferring another part of the boss’s powers to him;
Plans should be made from the beginning with some expectation that the delegate may make a mistake;
Responsibility for the performance of the delegate's work always lies on the shoulders of the leader.

The first and last rules are the most basic. Power concentrated in one hand can lead to the fact that one wrong decision by a person who cannot be helped from the outside can completely destroy the organization.

Responsibility for the execution of the order lies largely with the one who assigned it. But nevertheless, the main senior manager is obliged to take responsibility if the head of the department and his subordinates did not cope with the task, since this is entirely his fault.

What you shouldn't trust your subordinates

But do not forget that subordinates should not solve some of the manager’s tasks. Basically, these are his direct responsibilities at the enterprise.

Subordinates should not be trusted:

Setting the goals of the organization;
Making decisions that may change the organization's policies;
Monitoring the results of the referral;
Tasks of particular importance and associated with high risk;
Urgent tasks that leave no time for double-checking;
Delegation of powers.

At the same time, it is worth understanding that the procurement department may well decide to make decisions within the framework of one specific area at the enterprise, such as “Who to purchase equipment from.” But responsibility for the development of the enterprise, the need for new equipment and the feasibility of its purchase falls on the shoulders of the manager.

For example, this also applies to banks. After all, the credit committee decides to issue a loan, but cannot decide to change the bank’s credit policy. The same applies to monitoring the results of the referral. It is his responsibility to control the work of one employee and the fulfillment of his tasks. immediate supervisor- Department head.

At the same time, the work of the department itself, which ensures the solution of certain tasks, should be controlled by the head of this direction or himself CEO. In fact, monitoring the achievement of the work goals of the entire area is one of the main tasks of a manager.

Regarding tasks of particular importance and high risk. It is recommended that managers perform such tasks independently, or delegate them only to employees with extensive experience. By performing tasks of particular importance, an employee can influence the work of the enterprise both here and now and in the long term. That is why the manager makes and implements negotiations on cooperation, policy changes, and other decisions independently.

A few words about analysis production activities. It should be carried out by the analytical department, if there is one. Otherwise, department managers must analyze, process and draw conclusions from all the information at the enterprise. They must provide all the information to the manager, who makes a management decision based on it.

Based on this list, we can conclude that the main tasks of the manager himself are not subject to delegation.

After all, in his competence: the development of the enterprise by setting and achieving goals.

And it is precisely this task that the rest include:
Delegation of powers;
Creating a working atmosphere;
Monitoring the activities of employees;

That is why the common expression “In a good organization, one person is always the odd one out” is only partly true. Of course, a manager can and should delegate his powers, in accordance with the rules and principles, but at the same time, a considerable burden of responsibility for the development of the enterprise as a whole remains on his shoulders. And the manager cannot delegate most of his responsibilities.

The effective work of the company is the merit of the entire working team. If in such an organization each employee copes with the assigned tasks, and at the same time can take on the work of a superior manager, success is obvious. Let's try to find out what principles of delegation of authority exist and what delegation is in .

What is delegation of authority?

Not every manager knows what delegation is. Delegation of authority is usually understood as the process of transferring part of a manager’s functions to other managers or employees in order to perform certain assigned tasks of the organization. Used for both improvement and optimization work force leader. It is customary to distinguish opposing concepts of the process by which powers can be transferred. This is a classic concept, as well as the concept of acceptance of authority.

Psychology of delegation of authority

In enterprises and organizations, delegation of authority is the process of transferring managers of some part of their work to other persons. Such delegation may be psychologically justified if:

The manager is overly busy with work and cannot solve the problem on his own.
By transferring work to employees, the manager will have more time to resolve very important issues that only he can resolve.
Subordinate employees have developed managerial preparedness and there is a need to involve them in the preparation and adoption of important management decisions.

However, sometimes the following mistakes are made during the delegation process:

Delegation of authority without assigning specific responsibilities to employees.
The process of transferring part of the work contrary to the job responsibilities of employees.
Delegation of responsibility without authority.

How is delegation different from task setting?

Managers often mistake the concepts of delegation and task setting for the same thing, although in reality these two functions are different from each other. Thus, the essence of delegation lies in the process of transferring a certain part of the work from the manager to the subordinates. As for setting goals, here we are talking about necessary work, which relate to job responsibilities employee.

Advantages and Disadvantages of Delegation

Before delegating your work to a subordinate, it is important to think about the consequences, as delegation has its advantages and disadvantages. Obviously, it motivates employees to be even more productive and strive for career growth. In addition, delegation in management is very economically beneficial for the enterprise. However, at the same time, managers must understand that by transferring their work to subordinates, they risk missing deadlines and incurring responsibility for this to senior management.

Pros of delegation of authority

The following are the benefits of delegation:

The process of transferring work to subordinates is effective method motivation. So, if a manager delegates his work to a subordinate, he thereby increases his responsibility and productivity.
This process is very good way improve the skills of employees. If a person performs a job that is new to him, this will stimulate him to master an unfamiliar field of activity and further use the acquired knowledge and experience.
Delegation of authority is a huge incentive in the work of subordinates, who feel like masters in certain areas of work. Over time, this teaches independence and prepares people to move into senior positions.
The process of transferring work to subordinates saves the company money.
Delegation is an excellent way to speed up certain processes. The manager cannot and should not understand everything. It is advisable to delegate such tasks to subordinates.
This process is an excellent chance to concentrate on more significant and complex tasks. So, when a manager shifts routine work to his subordinates, he thereby frees up time to resolve important issues and implement priority projects.

Disadvantages of delegation of authority

Such a process as delegation of authority in an organization has the following disadvantages:

When transferring his responsibilities to employees, the manager cannot be sure of the proper quality of performance. For this reason, the main task here will be to choose a specialist competent in this matter.
The likelihood that an employee may not cope with assigned tasks. When setting deadlines, it is important to leave a few days for possible force majeure.
In any case, the manager will bear responsibility for the completed or unfulfilled task. Although a certain part of the responsibility is assigned to the employee, the manager, and not the subordinate, will have to report for tasks not completed on time.
The likelihood that a subordinate will perform a given task better than the manager.

Delegation of authority in management

Delegation of powers in the work of a manager pursues its goals:

Freeing up the time of the delegator in order to solve problems in which it is more difficult or cannot be replaced at all.
Increase motivation for those to whom authority has been delegated.
Increase trust in the work team.
Check subordinates for diligence.

In theories of democratic governance, delegation means that every person has authority by birthright, or in accordance with civil rights. Citizens can delegate these powers during the election process in order to fulfill specific tasks, which require specialization and competence, including management skills.

Purposes of delegation

I distinguish the following purposes of delegation of authority:

Increase the performance of subordinates.
Reduce the workload of managers, free them from turnover and create the most acceptable conditions for solving both strategic and long-term management tasks. IN in this case Delegating means fighting turnover.
Train promising employees and form a talent pool in the future.
Increase employee engagement and interest. Delegation can be perceived as special trust and at the same time be a means of moral encouragement.

Rules for delegation of authority

There are the following delegation rules:

Own powers should be transferred only for the benefit of the business, and not for prestige.
Delegation of authority must be used as a tool for empowerment in employees.
Delegates need the support of the manager. You need to be prepared for this.
It is important to take into account the likelihood of making erroneous and not the most accurate decisions. At the same time, there are tasks whose solution must be flawless. Such tasks should not be delegated to a subordinate.
Powers and functions must be transferred directly to the person who will perform the task.
Criticism should be expressed carefully. It is necessary to understand the situation and demand an explanation as to why this or that error occurred.
The manager must take responsibility for all decisions.

Types of delegation

Such a process as delegation in management is divided into two main types:

Delegation of authority without transfer of responsibility is the process of transferring tasks to employees, the responsibility for which remains with the manager. So, a subordinate completes the assigned task, reports to the manager, and he reports to his manager
Delegation of authority and responsibility is the process of transferring to a subordinate not only tasks, but also responsibility for their implementation to senior management.

Reverse delegation

Sometimes problems of delegation of authority make a manager think about the need to delegate work to subordinates. Especially when the manager is faced with reverse delegation. Reverse delegation refers to a situation where employees return a task assigned to managers. Among the reasons for this process:

Subordinates do not want to take risks.
The subordinate's lack of confidence in his own abilities.
The subordinate does not have the necessary information and capabilities to successfully cope with the assigned tasks.
The manager does not know how to refuse requests for help.

Books on delegation of authority

Not to do annoying mistakes books on delegation will help in the process of transferring work from manager to subordinate:

"The One Minute Manager and the Monkeys" by Kenneth Blanchard. The book is about a fussy manager who couldn't cope with his job. Only when the man learned to control the monkeys did he understand where he had made mistakes in his work.
“How to delegate authority. 50 lessons on stickers" Sergey Potapov. A well-known business coach in his book talks about practical techniques in not such simple process delegation.
"Delegation" Richard Luke. The book will tell you why it is important for every manager to delegate their powers, what stages the process itself consists of, and how to solve the main problems.

This article will talk about What is delegation of authority in management?. Powers are special rights to use company resources, the right to independently make any type of decisions, as well as the right to give orders. You need to understand that powers are not granted to the person who fills the position, but to the position itself.

Types of powers:

1) linear powers;
2) staff or staff powers

Linear powers.

They are sold on a chain basis. One person entrusts something to another. Those officials who have linear authority can make significant decisions on their own without consulting others officials or leaders. Since they have certain responsibilities and certain issues for which they are responsible. The possibility of transferring powers can be defined in the company's charter or in the Regulations.

The chain of linear authority forms a special hierarchy of various management levels. A striking example is the hierarchy in a military organization. The larger the chain, the lower the information transfer speed.

There are basic principles of delegation: unity of command (it should exist, that is, employees should receive tasks from only one manager, and they should report to him on completed assignments); the need to limit controllability standards (that is, one manager should not have countless employees).

Staff powers.

These powers contribute effective use human resource In the organisation. The principle of unity of command is not violated. This method is suitable for solving a certain range of problems, for example, advisory purposes.

Types of staff powers - coordination (development of a joint decision and adoption of this decision), conciliation, recommendation (a professional in his field recommends something to the manager, since only he understands such a narrow issue), reporting (the holder of these powers has the ability to check not only performers, but also managers).

Any management structure cannot exist without redistribution of powers, duties and, of course, responsibility. What types of work can be delegated? Delegation of powers can be carried out by means of distribution among performers:

Normal routine work;
some preparatory stages of work;
specialized issues and works;
minor issues.

IN life cycle Organizations encounter tasks in which there can be no transfer of authority. These are tasks associated with financial risks and classified information.

Delegation of powers is also impossible when:

Determining the goals of the company’s existence;
making key decisions;
development of company policy and directions of its activities;
resolving issues of particular importance;
solving unusual or extraordinary issues.

The manager, distributing powers, independently determines the degree of responsibility.

Benefits and advantages of delegation of authority:

Freeing up the manager's time to solve more significant tasks;
the opportunity to show yourself to ordinary employees;
the opportunity to learn something new;
opportunity to advance career ladder.

If there are so many positive points, then why aren’t all managers in a hurry to use delegation of authority in management?

The reasons for this phenomenon are:

Doubts about the qualifications of workers and fears that they will not be able to do as they should;
fear of losing a position or existing power;
doubt in some performers and thoughts that their abilities are not enough to perform their duties;
having too much self-esteem, arrogance.

Let's try to analyze why delegation of authority- an important component of the management process. Often, the transfer of some responsibilities may not occur at the official level (if everyone in the company lives amicably and everyone trusts each other). The redistribution of responsibilities is preceded by preparatory stage. What he really is? This is the stage at which the manager understands and determines what responsibilities to delegate, how to do it and why it is necessary. Will the company or the employees themselves benefit from this? There may be difficulties or obstacles. At this moment the real analysis takes place.

For a manager, transferring authority is not only useful, but also beneficial, especially if we're talking about about routine work. He can spend the freed time on solving complex and global problems. A leader is a professional manager; he needs to concentrate on the integrity of the picture, and not on details. We can also consider delegation of authority as a way to improve the qualifications of employees. The additional responsibilities assigned to them motivate them, give them significance, and force them to show independence.

Basic goal of a manager- build a labor process and keep everyone busy, manage this process. He should not do everything on his own, he should only lead.

How to exercise control over those who are subordinate? It's probably not worth caring for constantly. Not to patronize at all means to lead to complete freedom of action and thoughts. Delegation of powers is impossible without establishing feedback(you - to me, I - to you). Only a master of his craft can control without overly imposing his position and get results.

Many managers are familiar with the dilemma - what to entrust to the performer - something new for him or something in which he is a real ace. The boss's choice, as a rule, falls on something new, but at the same time ordinary and routine. But is this decision correct? The manager should not give the opportunity to solve a new task to a subordinate, since the responsibility of the subordinate is minimal. Control and correct execution will still have to be carried out by the boss. It is easier to ensure that basic tasks are performed correctly.

If transfer of powers This is not the first time the boss has carried it out, and the performer is quite experienced and hardworking, then complex tasks can be assigned. The administrator's task is to write down his instructions, preferably on paper. The performer will be able to show himself, his abilities and capabilities. This will add to his self-confidence.

Features of delegation of powers The fact is that these opportunities are almost never used by those who have just received a promotion up the career ladder. It is difficult for them to get used to the fact that now they are in charge, and someone else is subordinate. What good can be said about a boss who sorts out correspondence himself, prints documents and letters, while his secretary suffers from idleness? We'll likely point out that this person isn't meant to be the boss.

Often, delegation of authority leads to nothing and the subordinate cannot cope with the task. Basically, this happens when you need to impose a fine on a colleague, bring him to disciplinary action, deprive of bonuses, reprimand for immoral behavior. The performer does not want to become an enemy to his colleagues. In addition, sometimes it is very difficult for him to make a balanced and correct decision; he can doubt and hesitate for a long time due to lack of experience.

When distributing responsibilities, the boss must know:

The powers of the performers must be related to the powers of those with whom he will have to collaborate and interact, so that the balance is not upset;
powers must be extremely clear and precise. The performer must be aware that he receives them from the manager and must understand that he is responsible for the dishonest performance of duties;
the subordinate must be able to solve this or that problem within the framework of this assignment; he must be able to do this.

Delegation of authority is a complex process, which competent and intelligent managers cope well with. Described basic principles of delegation will help you decide how and to whom to give instructions correctly.

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