Delegation of authority is carried out by transfer. Professional parameters of the leader

Delegation as a term means the transfer of tasks and powers to a person who assumes responsibility for their implementation. Delegation is a means by which management distributes among employees the tasks that must be performed in order to achieve the goals of the organization. Delegation is one of the most misunderstood and misapplied concepts of governance. To effectively implement delegation, you need to understand the associated concepts of responsibility and organizational authority.

A responsibility- a commitment to fulfill the tasks at hand and to be responsible for their satisfactory resolution. Responsibility means that the employee is responsible for the results of the task to the person who delegates authority to him.

Credentials- limited right to use the resources of the organization and direct the efforts of some of its employees to perform certain tasks. Powers are delegated to the position, and not to the individual who occupies it at the moment. When an individual changes jobs, he loses the authority of the old position and receives the authority of the new one.

BASIC PRINCIPLES OF DELEGATION OF AUTHORITY

1. The principle of delegation based on expected results assumes: 1) that goals are set and plans are developed; 2) that they have been brought to the attention of subordinates and understood by them; and 3) that appropriate positions have been introduced that will facilitate the fulfillment of the assigned tasks.

In addition, this type of delegation indicates that planning is a necessary prerequisite for the implementation of any management goals and that in practice all functions of the manager are merged into a single activity.

2. Principle of functional definition means that the more clearly the expected results from the manager or structural unit are defined, the more clearly and completely the directions of their activities and delegated organizational powers are defined, the clearer the official and informational relationships with other managers and divisions are, the greater the contribution these management and structural divisions can make in the implementation of the goals of the enterprise.

Failure to adhere to this principle can create confusion and confusion about what to expect and from whom.

3. Scalar principle refers to the chain of direct job relationships between managers and subordinates throughout the organization. There should always be a person with the highest authority in the organization. The clearer the line of communication between the senior manager and each of his subordinates, the more effective the decision-making and communication process. Subordinates should know At first who delegates authority to them, and Secondly, at whose discretion they should delegate the solution of problems beyond their authority.

4. The principle of the level of authority follows from the totality of the principle of functional definition and the scalar principle. At each organizational level, there is decision-making authority within the competence of the enterprise. The principle of the level of authority means that maintaining the effectiveness of delegation requires that decisions within the authority of individual employees are made by them, and not redirected to higher organizational levels.

In other words, at each level, managers must make all those decisions for which they have the authority, and at the discretion of their management to transfer decisions only on those issues that go beyond their competence.

5. The principle of one-man management is formulated as follows: the more complete the relationship of the subordinate's subordination with the leader, the less likely he will receive conflicting instructions and the higher the feeling of personal responsibility for the results of work. When considering the issue of delegation of powers, it was assumed that (with the exception of cases of mandatory separation of powers) the right to freedom of action in a certain area of ​​activity is transferred to a subordinate by only one leader.

6. The principle of unconditional responsibility... Since responsibility, being undertaken by an obligation, cannot be delegated, then not a single manager can be relieved of responsibility for the activities of subordinates due to delegation, since it is he who delegates authority and distributes responsibilities. Subordinates, having accepted the assignment and having received the powers necessary for its implementation, bear full responsibility to the leaders for their activities; leaders, in turn, bear full responsibility for the organizational activities of their subordinates.

7. Principle of correspondence of powers and responsibilities... Since the authority is the right to perform the assigned work, and responsibility is the obligation to perform it, it follows logically that authority must correspond to responsibility. This obvious circumstance implies the following principle: responsibility for certain actions cannot exceed the expected volume of delegated powers, but it should not be less than it. This correspondence is not of a mathematical nature, it is rather of a spatio-temporal order, since both powers and responsibilities relate to the performance of the same task.

TYPES OF POWERS

Linear powers- powers that are transferred directly from the superior to the subordinate and further to other subordinates. It is the lineal authority that provides the leader with the legitimate authority to direct his direct reports to the achievement of the set goals.

Staff powers... Today there are many types of administrative apparatus (headquarters) and options for staff powers. You can classify the headquarters by three main types:

– advisory - when the line management is faced with a problem requiring special qualifications, it can invite appropriate specialists on a temporary or permanent basis and thus form an advisory apparatus;

– serving- in any of the areas where the advisory apparatus is used, the functions of the apparatus can be extended to perform certain services. The most famous example of the use of a back office is the human resources department;

– personal apparatus Is a type of service apparatus that is formed when a manager hires a secretary or assistant. Although the personal apparatus has no formal authority, its members can wield a lot of power.

To understand the concept of the apparatus in modern organizations, one must consider the nature of the powers delegated to it. There are wide range of authority delegated to the apparatus of each type. It:

2. Mandatory approvals- the apparatus may experience difficulties in communicating with the line management, then the firm expands the powers of the apparatus to the obligatory coordination of any of the decisions with it.

3. Parallel powers- senior management can expand the scope of authority of the apparatus, giving it the right to reject decisions of line management. The purpose of parallel powers is to establish a system of control to balance power and prevent blunders. These powers are used to control financial expenses when two signatures are required for all large purchases.

4. Functional powers... An apparatus with functional powers can either propose or prohibit any actions in its area of ​​competence. These powers are widespread because modern organizations require a high degree of uniformity in areas such as accounting practices, labor relations, and employment control.

4. PRINCIPLE OF DELEGATION OF AUTHORITY

The very name of the principle contains a decoding of its main meaning - the transfer by the head of part of his official functions to his subordinates without active interference in their actions. This optimization technique is usually called the method of delegation of authority and was mentioned when considering the problems of decentralization of management. The role of the method of delegation of authority in management is so great that many researchers and practitioners tend to consider it as a separate management principle.

The principle of delegation of authority consists in the transfer by the head of a part of the powers, rights and responsibilities entrusted to him to his competent employees.

At its core, delegation is a way to make work done by others. This is the trick of a strong leader. Authority is delegated as far down as possible. Authority is delegated only by the manager for his subordinates up to the level at which his competence and information for decision-making are located.

When delegating authority, the manager:

Delegates responsibilities (establishes);

Defines rights;

Determines the level of responsibility when exercising powers.

Benefits of delegating authority:

Ability to engage in tasks that require the personal involvement of the manager;

Focusing on strategic objectives and long-term plans for the development of the enterprise;

Delegation is the best way to motivate creative and active workers;

Delegation is the best way to learn;

Delegation as a way of a professional career.

Let us consider in more detail the importance of the practical application of delegation in enterprise management.

The main practical value of the principle is that the manager frees his time from less complicated everyday affairs, routine operations and can concentrate his efforts on solving problems of a more complex management level; at the same time, which is very important for the manager, compliance with the controllability standard is ensured. At the same time, this method is a purposeful form of professional development of employees, contributes to the motivation of their work, the manifestation of initiative and independence.

The main task of the leader is not to do the work himself, but to ensure the organization of the labor process by the forces of the team, take responsibility and use power to achieve the goal. It is immoral and hopelessly wrong to build a relationship between a boss and subordinates on cunning, deception or flattery. People, with all their individual differences, behave in a normal, regular situation nevertheless predictably - if the team knows its tasks and understands the methods used by the leader to achieve the goal with minimal difficulties, then you can confidently count on the support of the majority and find performers who can trust the independent solution of local and sometimes multifunctional tasks. Such an employee, singled out from the team for his undoubted organizational skills and professional knowledge, is well aware of the advantages of the trust placed in him, is proud of the consciousness of his importance and will try to justify the trust placed in him. Delegation of authority is possible and advisable if the leader has prepared worthy performers, trusts them and can skillfully manage them. The contractor must be professionally trained, have practical experience.

Methods for solving production and organizational tasks are always multivariate, and if a subordinate uses his own, independent, as yet, perhaps, non-optimal decision tactics, then this is another positive feature of the principle of delegation of authority - the performer goes through a good and absolutely necessary school of managerial development, learns to be independent. The performer asserts himself, his self-confidence and initiative grows. At the same time, it is important to remember that the performer has the right to make a mistake, and in this case the manager is obliged to provide him with all possible assistance in the most tactful form. After all, one of the main tasks of a leader is to develop the abilities and skills of a subordinate.

A particularly delicate aspect of this principle is the organization of control over the actions of subordinates. Petty tutelage will give nothing but harm (violation of the principle of least impact!), Lack of control can lead to disruption of work and anarchy. The solution to the control problem lies in well-established feedback, in the free exchange of information between colleagues and, of course, in a sufficiently high authority and managerial skill of the leader. By the way, an experienced high-level official, wishing to form an objective opinion about the quality of a manager's work, is always interested in how his subordinates work (this characterizes a manager very well).

The principle of delegation of authority will be effective if:

Subordinates really know and understand what new responsibilities have been transferred to them. An employee's affirmative answer to the question whether he understands everything is not always true: he may be delusional, or he may be afraid to admit that he did not understand everything;

The employee is prepared to perform new functions in advance, there is confidence in his ability to complete the task and the mechanism of stimulation and motivation is ensured;

The subordinate will not receive "valuable instructions" from another boss over the head of his immediate supervisor;

The performer knows his rights and obligations without any uncertainties;

The performer is free in his actions: the less noticeable the participation of the head in the choice of ways to implement the assigned tasks, the better;

The contractor is confident in his right to take a well-considered risk and the right to make mistakes. It is also important as a way to combat routine and inertia in the activities of the administrative apparatus;

Specific goals and deadlines for the assignment will be set;

The subordinate will correctly understand the need to monitor the progress and provide objective information on deviations from the planned indicators;

The contractor understands that he not only has the right to make operational decisions, but is also obliged to apply it if necessary. A person who has received the authority not only can, but also must, if the situation requires it, he must know that he will have to account not only for his decisions, but also for inaction. This situation is especially important in the event of extreme situations, in a crisis, when the human factor is of particular importance.

Leading specialists in the field of management G. Kuntz and S.O. Donnel, in their famous book on management, emphasize the importance of selection of performers, taking into account the nature of the task (the principle of compliance), the need to apply a remuneration system for effective delegation of authority and constantly open lines of communication: between the manager and subordinates there should be a free exchange of information, through which the performer receives the information necessary for making a decision and a correct understanding of the essence of delegated authority. The delegate and the "authorized" must have a single information base, a common set of organizational and methodological ideas.

Often a peculiar task of psychological choice arises: the performance of which task to entrust the performer, familiar or fundamentally new. Most often, the implementation of a new task is delegated, especially if it seems unattractive and routine to the manager. This decision is not always correct. The problem is that by handing over the solution to a problem to someone, the manager is still responsible for its implementation and control, and even more so it is much easier to observe (what is now fashionable to call monitoring) the progress of a familiar problem. There is a danger that soon the authorized person will make such progress in solving the task entrusted to him that the manager will not be able to recognize even its initial contours and he will have to "catch up" with the executor, i.e. nevertheless, study the problem and the proposed methods for solving it. Experienced administrators often entrust capable executives with tasks that are slightly more complex than the subordinate is accustomed to doing. In this case, it is advisable to prepare the task in the form of a written order. Having received a difficult task, the performer reveals himself more fully and receives sincere satisfaction from the task and the trust placed in him. So, for example, in Japanese firms are of the opinion that a manager should be a specialist capable of working in any part of the firm. Therefore, when improving qualifications, the head of a department or division chooses for development a new field of activity in which he has not worked before.

It should be noted that the principle of delegation of authority is timidly applied by persons who have recently been promoted, because it is difficult for them to abandon the habitual stereotype of past activities. A manager who sorts out correspondence and types in the presence of a bored secretary is regrettable, but not sympathetic. Sometimes the principle of delegation of authority does not give the expected effect - the executor does not fully fulfill the managerial functions assigned to him. Most often this happens in those cases when it is necessary to make decisions that are unpopular in the team: the imposition of penalties for violations of labor discipline, the deprivation of bonuses, the examination of immoral acts of workers, etc. under various pretexts, the performer tries to convey the solution of these problems to his leader in order to look in the eyes of the team from the best, as it seems to him, side. Among other reasons, most often there is uncertainty about the correctness of the responsible decision, insufficient experience, and sometimes fundamental disagreement with the opinion of the manager.

However, there is a complex of management tasks, the solution of which should be left to the manager. This is, first of all, the definition of the goals, the policy of the organization and the adoption of fundamental decisions. It is the duty of the first person to accept not himself the performance of tasks with a high degree of risk, of a particularly confidential nature and all unusual operations that go beyond the established regulations and traditions of the operation. Considering situations where a managerial decision can cause irreversible consequences, it is appropriate to draw a comparison between the responsibilities of the physician-therapist and the surgeon. The therapist can more safely trust the patient's treatment to his younger colleague, because at any moment he can be involved in the treatment process, but the surgeon decides with great discretion and caution to entrust the operation to his student.

There is another delicate issue - the right to sign. Many managers believe that it is reasonable to centralize this right: the performer, the trustee, thought out the decision, prepared the appropriate document and submits it to the manager for signature, who thus exercises his natural right of control. But this method of interaction indicates that only a part of the rights is delegated to the performer and there are many objections to this method:

The performer, deprived of the right to sign, has every reason to believe that he is far from fully trusted and such uncertainty does not contribute to mutual understanding;

Decentralization of signing rights speeds up the process of making managerial decisions and reduces the workload of the manager;

With the centralization of this right, it is difficult to establish the true culprits of the erroneous decision, often the manager signs the document, either without reading it, or without delving into its essence; the direct executor develops a tendency to transfer all important decisions to a higher level of management;

With the centralization of the right to sign, the leaders have confidence in his significant superiority in knowledge over the executing specialists, the leader often begins to identify his personality with the organization he heads.

The effectiveness of delegation of authority is obvious, but not all managers are in a hurry to apply it for the following reasons:

Doubt about the competence of other employees, fear that they will make things worse;

Fear of losing power and office. By giving part of my powers to others, they argue, I naturally reduce my rights, and this will not lead to good.

If the performer does not fulfill his new tasks, then he will have to urgently intervene and correct other people's mistakes. If the subordinate performs the tasks too well, then the bosses may reasonably think about my suitability for the position held, i.e. fear that someone will do better;

Ambitiousness and distrust of subordinates. A low assessment of the abilities of their employees and an overestimated self-esteem give rise to distrust of the staff - it is better to do everything yourself;

Fear of receiving a negative assessment of their actions from colleagues and superiors: he himself, they say, is a slacker, does not want to work, dodges work and therefore likes to delegate his work to employees; it is incorrect to load already busy people.

The practical value of this management principle is obvious, and it is no coincidence that it is the basis of the European concept of leadership with delegation of responsibility in a market economy (better known as the "Harzburg model of management"). Moreover, the delegation of responsibility as a principle of leadership and organization of management is practically implemented at a number of Russian enterprises: the GAZ automobile plant, the Shchekino chemical plant, a number of construction and food enterprises. The ideas of the Harzburg model have been used for more than 30 years in companies in Western Europe (including Volkswagen, OTTO, etc.). and in the early 90s they were actually used in the Japanese management model "Line production".

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21 March 2018

Greetings! Everyone has probably heard about delegation of authority. Everyone knows that competent delegation can significantly increase the efficiency of a company. Dozens of books and hundreds of training seminars teach how to delegate correctly.

But for some reason, "delegation of powers" in Russia is still considered exotic and something "abstruse" and optional.

Today we will once again talk about what delegation of authority is with its pros and cons, why it is necessary, and what mistakes are made more often than others by managers.

Even the most effective leader, businessman, or head of the family cannot personally take care of all matters. Each of us has only 24 hours in a day. Working time can be spent on routine and routine, or on important and significant tasks.

Hence the logical conclusion: most of the powers can and should (!) Be transferred to others for execution. Competent distribution of tasks between employees is called delegation. Another definition of delegation: it is the transfer of a task to a subordinate that was supposed to be performed by the manager.

It has been proven that the one who knows how to delegate correctly - that one more often and faster than others achieves success in managerial activity.

Note! This is not about the direct responsibilities of employees! Delegation is additional tasks and powers (most often one-time).

Why delegate authority?

Competent delegation of rights and powers solves several problems at once.

• Allows the manager not to waste on trifles, but to focus on important projects

The leader should not "poke his nose" into all the details of his business. And even more so, he should not delve into the smallest details of the work of each employee. Its task is the strategic development of the company and overall control. Therefore, all the "routine" (even complex and atypical) can and should be delegated to someone else.

• Increases overall work productivity

In addition to direct responsibilities, each employee has a “hobbyhorse” - what he can do better than others. The "skate" can be anything: organizing corporate events, resolving conflicts or e-mails with clients.

If each employee performs only "his" tasks, the team will work as efficiently as possible.

• Creates a healthy psychological climate

Personnel management specialists consider the delegation of authority to be one of the tools for non-material motivation of personnel. By entrusting important and interesting tasks to subordinates, the leader makes them feel important and contribute to the common cause.

• Tests subordinates for "professional suitability"

Effective delegation results allow you to identify promising employees. Their promotion and career growth will increase the efficiency of the company in the future.

How is delegation different from problem statement?

Problem statement is a narrower concept. What it is? The manager sets a task for his subordinates (as a rule, within the framework of their official duties) and that's it ... that's it. How employees will solve it is their problem.

The purpose of delegation is to take some of the tasks off oneself and shift them onto others. In this case, the essence of delegation is to transfer the task "in its entirety": from setting the task and briefing to reporting the results.

Advantages and Disadvantages of Delegation

Of course, delegation has its pros and cons. But for the sake of fairness, I note that the disadvantages appear only with incorrect delegation.

Pros of delegation

• Trains and develops employees
• Promotes the development of the enterprise as a whole
• Forms a team and highlights promising employees
• Saves the manager's working time, which he can spend on solving more important tasks
• Hones managerial skills of a leader
• Allows you to maximize the "expertise" of employees in all areas
• Motivates staff with non-material methods. By delegating authority, valuable employees can be retained without being promoted
• Increases staff loyalty to management and the company as a whole
• Provides an opportunity to assess the abilities and qualifications of workers in the "field" conditions
• Increases the level of independence of employees

Cons of delegation

• You cannot be 100% sure that the process of delegation of authority will lead to the desired result. If you are a manager of the format “if you want to do something well, do it yourself”, it will be difficult for you to “share” with someone

• The opposite situation: you are afraid that the subordinate will cope with the task much better than you. Employees feel this and turn on the "reverse delegation" mode, when the task under the pretext "there is nothing without you" is returned back to the manager. In this way, subordinates get rid of "extra" work. And the leader receives confirmation of his indispensability
• You have to trust your subordinates. Indeed, along with responsibility, they will be given powers (for example, access to confidential information and the right to sign documents)

Delegation goals

Delegation serves three purposes:

• Increase the efficiency of work in the organization
• Reduce management workload
• Increase staff engagement

The importance of delegation of authority

Why is delegation so important?

First, the amount of work that a manager can “digest” in a day always exceeds his capabilities. Every day he has to do more than he can. Delegation of authority allows you to "unload" the day from routine and focus on priority tasks.

Secondly, any experienced performer is able to do some work better than a leader. This is normal and should be encouraged.

Brian Tracy states: "If an employee can complete 70% of the task, he can be assigned the entire task."

Types of powers and centralization of management

What are credentials? This is the right to use the resources of the company to achieve the goals set.

Powers are of two types:

• Linear. Powers are transferred along the "chain" from the head to the deputy, from the deputy to the head of the department and below to the final executor.
• Staff. A non-systemic apparatus that allows you to control, advise and influence the work of a linear structure.

Depending on the type of authority, there are two types of management.

Centralized control system

In a centralized system, top management makes most decisions (even the smallest and most routine ones). In such structures, "a step to the left, a step to the right is punishable by execution."

Example: hard speech module for call center operators in some companies. Recordings of conversations with clients are subject to mandatory listening. At the slightest deviation from the conversation pattern, the employee is charged a fine.

Decentralized management system

In a decentralized system, the functions of the manager are not so rigidly fixed. They have a main goal and recommended ways to achieve it. Everything else is at the discretion of the performer.

If we take the same example with a call center, then in a decentralized system, employees are allowed to communicate with the client as they please. But in a friendly tone, polite and without colloquial expressions. The principle of correspondence is included. The main task of our employees is quality service and satisfied customers. In such a model, the “lion's” share of decisions is made on the spot by the performer.

How to delegate authority correctly?

Here are the basic rules for delegating authority:

• The task must have a concrete result

When delegating a task to a subordinate, immediately clearly define the end result. Only after reaching it can the task be considered completed. For example: “Prepare a report on the results of the sales department as a whole and for each employee for 2017 (sales in rubles, the number of transactions and new customers, the average transaction price, the percentage of plan completion).

• We define responsibility, terms and level of delegation

There are five levels of delegation in total: from "strict adherence to instructions" to "complete freedom of action."

• Discussing with a subordinate

Three rules for delegating authority when discussing. You need to make sure that the employee:

1. Correctly understood the task assigned to him
2. I am ready to complete it within the specified time frame to the result
3. Agree with the proposed solution to the problem or can offer an alternative

• Correctly "measure" the degree of authority

In delegation, it is very important to give the subordinate as much authority as is necessary for solving a specific task. No more, no less.

If you overdo it, the employee can abuse his position. If it is "undersalted", it will not be able to effectively solve the problem. This is especially true when a subordinate needs access to confidential information.

• Lower-level employees know the details better

Direct performers always know the subtleties and details of a particular process better. Therefore, it is better to entrust "narrow" tasks to them.

Delegation example. You are the owner of a small coffee shop. We decided to expand the range of products and increase the competitiveness of the point. The most accurate and up-to-date information on customer requests will be provided to you by… barista at the outlet. After all, he listens to their complaints and wishes every day.
By the way, this principle of delegation is violated all the time. The boss gives the task to the deputy, who "kicks" him to his assistant and so on ad infinitum. A typical example is the army or any civil service, where any task "descends" along the chain from top to bottom.

• Delegation publicity

Everyone should know that you asked someone to collect statistics on the results of the sales department. Openness will eliminate misunderstandings and increase the effectiveness of delegation.

• Delegate not only "garbage"

You cannot constantly delegate unpleasant or "dirty" work to others. It has been proven that this approach greatly reduces the efficiency of the team as a whole. From time to time it is worth assigning to subordinates and "good" tasks: creative, interesting and meaningful.

• "Right" motivation

It is not enough for employees to constantly "load" more and more new tasks. They need to be motivated! The “right” motivation increases both their loyalty and their performance.

Levels and types of delegation of authority

"Depth" and the stages of delegation directly depend on the degree of maturity of the employee.

• Low level of maturity. This includes inexperienced employees and insecure people. You need to delegate authority to them with clear instructions and regular monitoring.
• Average level of maturity. The employee cannot, but wants to work well (he simply lacks the necessary skills and abilities). It is also important to give specific instructions here. And be sure to provide feedback and maintain enthusiasm.
• Moderately high level. The employee is perfectly capable of completing the task. But for some reason, he does not want to work effectively. At this level, it is important to understand the reason.

To solve this problem, one of the following methods almost always helps:

• Provide freedom in the choice of tools to solve the problem
• Delegate interesting and meaningful authority
• Involve the employee in decision making

• High level of maturity. The employee knows how and wants to work. Everything is clear here. He can safely delegate those powers with which he can cope.

Major mistakes during the transfer of authority

The golden rule of delegation: "You need to delegate the task not to the one who wants, but to the one who is able to solve it."

Typical head mistakes:

1. Expect subordinates to be able to read your mind. This, unfortunately, is not given to anyone. Therefore, when entrusting someone with a task, formulate it as clearly and specifically as possible.
2. Decrease the time it will take for the executor to make a decision. Many coaches recommend always leaving a few days "in reserve" (for force majeure, adjustments and revisions). For example, if the report is needed by March 20, announce it to the performer on March 15.
3. Control every step. This is the mistake that leaders make more often than others. Why is it impossible to constantly "stand above the soul" of the employee? First, it is impractical. Indeed, in this case, you will spend as much time on control as on completing the task. Secondly, tight control completely discourages subordinates from working effectively.
4. Do not tell the performer the "depth" of his responsibility. Such a mistake destroys all the delegation effect if the task is given to the group. Employees willingly shift responsibility to each other.
5. Delegate job duties to a subordinate. Oddly enough, but many employees (as well as their leaders) have little idea of ​​what is included in them at all!

What can be delegated?

Studies show that you can delegate up to 80% of the tasks of a manager. Briefly:

• Routine work
• Specialized activities (in which a subordinate is considered an expert)
• Preparatory work (e.g. preliminary competitor analysis, project preparation)
• Private questions (one-time)

What can't be delegated?

There are exceptions to any rule. What should not be delegated to subordinates, but always done by yourself?

• Recruitment and dismissal of employees

In a small company, all personnel issues should be decided exclusively by the manager. In a large one, there is the corresponding department and no one else.

• Strategic planning

Of course, the manager should be interested in the opinion of his employees and use the best thoughts / ideas / comments for the good of the company. However, the strategic directions of the company's development can only be set by the business owner.

• Serious high-risk tasks

From time to time it is necessary to solve problems that can have a serious impact on the results or prospects of the company. They are also best done on your own.

• Gratitude on behalf of the company

If any employee (or department) has earned gratitude on behalf of the company, it must be taken out in person and “in front of witnesses”.

Delegation secrets

1. Try to delegate the task in whole, not in parts. Each employee (in any position) must have at least one “work area” for which he is fully responsible.
2. Encourage discussion. If a subordinate can communicate directly with the management and offer his ideas, this significantly increases the return on his work.
3. Do not jerk the employee unnecessarily. If you delegated a task to him, wait until the appointed deadline. Constant corrections, changes and checks reduce the efficiency of the work.

Delegation Books

• Sergey Potapov “How to Delegate Powers. 50 lessons on stickers "
• Maria Urban “Success by someone else's hands. Effective delegation of authority "
• Brian Tracy "Delegation and Management"
• Julie-Anne Amos "Delegation of Authority"

P.S. Interesting fact. Such a rule used to be in force at Euroset. As soon as the head of the department began to regularly stay at work, he was asked to review the workload in the department and redistribute it among subordinates. If this did not help, an assistant was “attached” to him. Willy-nilly, the leader had to delegate his powers.

Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational

institution of higher education

Tula State University

Institute of Law and Management

Department of "Finance and Management"

Test and course work

in the discipline "Management Theory"

Delegation of authority

Completed by: A.E. Kirilkina

Group student 720541

Received by: prof. Mikhaleva E.P.

Introduction

Delegation of authority in the activities of the manager

1 The essence of delegation of authority

2 Objectives and need for delegation of authority

3 Rules for delegation of authority

Organization of the process of delegation of authority

1 Principles of delegation of authority

2 Characteristics of different types of powers

3 Centralization and decentralization of powers

Description of the main stages of delegation of authority

1 Conditions for effective delegation of authority

Conclusion

Bibliography

Introduction

The relevance of this topic lies in the rational delegation of powers and responsibilities in the labor process. In modern conditions, the process of delegation of authority should be given great attention.

Today, a manager is not able to single-handedly solve all emerging management problems, even those directly included in the scope of his official duties, since there are too many of them, they are diverse and specific, and his knowledge, experience and available time reserve are limited.

Therefore, while retaining the development of strategy, control and general management, he transfers the solution of less significant problems, the necessary rights and the associated responsibility to subordinates who have the necessary knowledge, experience, interest to take part in management. As a result, within the framework of the management structure, there is a splitting and rational redistribution of rights, duties and responsibilities between its subjects.

This process, the principles of which were developed in the 1920s. Russian scientist P.M. Kerzhentsev, has become widespread in the West today under the name "delegation of organizational authority and responsibility."

The purpose of this course work is to study the theoretical and practical issues of delegation of authority.

To achieve this goal, it is necessary to solve the following tasks:

to reveal the concept of delegation of authority,

consider the types of powers, centralization and decentralization of powers,

consider the basic principles of delegation of authority.

The theoretical basis for the implementation of the control course work is the works of domestic and foreign scientists, the regulatory framework on the research topic.

The information base for the implementation of control and course work is statistical information on the research topic, Internet resources.

1. Delegation of authority in the activities of the manager

.1 Nature of Delegation of Authority

Delegation, as a term used in management theory, means the transfer of tasks and powers to a person who assumes responsibility for their implementation. The ideas of personal responsibility and delegation of authority are certainly not new. The concepts of participatory governance and self-government emerged over 30 years ago. How does delegation of authority differ from these earlier concepts? Why are so many organizations today trying to adopt this approach?

The difference, as is often the case, is not in the concepts themselves, but in their justification. Today, the purpose of delegation of authority is not to strive for the greatest satisfaction of employees, as a means of increasing their productivity.

So it was believed in the 1960s, when the theory Y and the ideas of self-management were popular (theories X and Y were developed and described by Douglas McGregor: theory X in management - incentivizing employees through total control and punishment; theory Y in management - incentivizing employees through involvement, participation and contribution).

Today, the needs of companies are pushing for delegation of authority. The keys to success are: quick response to customer requirements, reliable cross-level and cross-functional communication in companies, as well as the need to take advantage of local, instant and disappearing opportunities, which requires a decisive decentralization of decision-making processes.

The degree of decentralization of management is determined by the degree of granting powers or the right to make independent decisions to the managers of departments, i.e. delegation of authority takes place.

Delegation, as a term used in management theory, means the transfer of tasks and powers to a person who assumes responsibility for their implementation.

The essence of delegation is that the manager gives his subordinates freedom of action in solving certain issues, special tasks, i.e. delegates to them part of his powers, while all responsibility, as a rule, continues to be borne by this leader.

.2 Objectives and Need for Delegation of Authority

The objectives of delegation of authority are presented in table 1.1.

Table 1.1

Delegation goals

Goals aimed at higher managers Goals aimed at lower levels Goals aimed at the human factor Relieve the burden of higher managers, free them from work turnover and create the best conditions for solving strategic and long-term management tasks. workers.

Delegationis a means by which management assigns to employees the innumerable tasks that must be performed in order to achieve the goals of the entire organization. If a significant task is not delegated to another person, the leader will be forced to perform it himself. This, of course, is simply not possible in many cases, since the time and abilities of the leader are limited. More importantly, the essence of management is the ability to “get others done”. Therefore, in the true sense of the word, delegation is an act that turns a person into a leader.

1.3 Rules for delegation of authority

Delegation processoccurs in three stages: stage - assignment of individual specific tasks to employees; stage - granting appropriate powers and resources to subordinates; stage - formulating the obligations of subordinates to perform the tasks assigned to them.

Delegation of authority has a number of positive aspects:

the leader is freed from routine work and gets time to solve creative issues;

delegation of authority is a kind of advanced training for employees and contributes to the maximum use of their knowledge and experience;

delegation is a great incentive in the work of subordinates, who begin to feel like masters at work sites, encourages initiative, teaches them to be independent and prepares people to move to higher positions.

Delegation, despite its fundamental importance, is one of the most misunderstood and misapplied concepts of governance. Not fully understanding the need for delegation, or what is required to increase its effectiveness, many brilliant entrepreneurs failed just as their organizations were growing large. Just to get closer to understanding how to delegate effectively - it is necessary to understand the associated concepts of responsibility and organizational authority.

Delegation is based on authority and responsibility.

A responsibilityis the employee's obligation to fulfill the tasks delegated to him and be responsible for their satisfactory solution.

Since responsibility is an obligation that an individual employee assumes, he cannot delegate it or transfer it to his subordinate. An employee who is assigned responsibility for solving a task is not obliged to carry out it personally, but he will remain responsible for a satisfactory (unsatisfactory) completion of the work.

Under commitmentwe understand that , that an individual is expected to fulfill specific job requirements when he or she holds a specific position in the organization. In fact, an individual enters into a contract with an organization to carry out the tasks of a given position in exchange for a certain amount of remuneration. Responsibility means that the employee is responsible for the results of the task to the person who delegates authority to him. Since the worker is held accountable for the accurate execution of the task, the boss has the right to demand an explanation or correction of a poorly done job.

2. Organization of the process of delegation of authority

.1 Principles of Delegation of Authority

The principles of delegation of authority discussed below are fundamental to correct delegation of authority. Failure to comply with them in practice can lead to the fact that delegation will be ineffective, the organization is not viable, and the management process will be significantly more difficult.

Delegation principle based on expected results

Since the meaning of authority is to provide the manager with some instrument to make an appropriate contribution to the achievement of the goals of the enterprise, the authority delegated to the individual manager should be sufficient to ensure that the expected results can be achieved. Too many managers tend to divide and defile powers according to the scope of delegated or acquired rights, instead of first understanding the goals that need to be achieved, and only then determining the freedom of action necessary for this. Only in this way is the manager able to delegate authority in strict accordance with the requirements imposed on him later to the subordinate. Often, the manager has an idea of ​​what needs to be done, but does not think about whether the subordinate has the necessary authority to do this. Sometimes he simply does not want to admit that the completion of the task requires giving more freedom of action to the subordinate, and he also does not clearly understand the expected results. Therefore, it is not surprising that the erroneous idea of ​​delegating "responsibility" has become widespread in enterprises.

Delegation in accordance with expected results assumes that goals are set and plans are developed, that they are communicated to and understood by subordinates, that appropriate positions are introduced that will contribute to the fulfillment of the tasks. In addition, this type of delegation indicates that planning is a necessary prerequisite for the implementation of any management goals and that in practice all functions of the manager merge into a single activity.

Functional definition principle

Structural division is a grouping of activities that ensure the achievement of the set goals, and the manager of each of the divisions must have the authority necessary to coordinate the actions of this division with the enterprise as a whole. Based on this, the principle of functional definition means that the more clearly the expected results from the manager or structural unit are defined, the more clearly and completely the directions of their activities and delegated organizational powers are defined, the clearer the official and informational relationships with other managers and departments are, the greater the contribution are able to bring these management and structural divisions to the realization of the goals of the enterprise.

Failure to adhere to this principle can create confusion and confusion about what to expect and from whom. This principle (which applies to both delegation and structural division), while conceptually very simple, is often difficult to apply in practice. Clearly defining the content of the work and delegating the powers necessary to carry it out in most cases require patience, high intelligence and a clear understanding of goals and plans. It is clear that it is very difficult to define the content of the work if the manager does not have a clear idea of ​​what results he wants to get.

Scalar principle

The scalar principle refers to the chain of direct job relationships between managers and subordinates throughout the organization. There should always be a person with the highest authority in the organization. The clearer the line of communication between the senior manager and each of his subordinates, the more effective the decision-making and communication process.

This scale is described by Fayol as: “... a chain of leaders from the highest manager to the lowest. The line of authority is the path along which all communications pass (through each link in the chain) from the highest manager to the lowest and vice versa. This is due to both the need to maintain communication and the principle of one-man command, but it is not always the shortest. In large corporations, and especially in government ones, it is sometimes alarmingly long. "

A clear understanding of the scalar principle is a necessary condition for the normal functioning of an organization. Subordinates must know, firstly, who delegates authority to them, and secondly, at whose discretion they must delegate the solution of problems that go beyond their authority. And although the command chain may well be used independently to transfer only information, the refusal to use it when making decisions leads to a violation of the decision-making system and undermining the control system itself.

The principle of the level of authority

The principle of the level of authority arises from the combination of the principle of functional definition and the scalar principle. At each organizational level, there is decision-making authority within the competence of the enterprise. The principle of the level of authority means that: Maintaining the effectiveness of delegation requires that decisions within the authority of individual employees are made by them, and not redirected to higher organizational levels. In other words, at each level, managers must make all those decisions for which they have the authority, and at the discretion of their management, they must delegate decisions only to those issues that go beyond their competence. Often, top managers, claiming that they perfectly understand the importance of delegating authority down, make it clear that they are much more anxious about the spread of the practice of delegating "up" among their subordinates. In other words, as one of the high-level managers pointed out in a conversation with the authors, it often happens that, having entrusted the solution of a problem to their subordinates, the top managers after a few days or a short time find that the issue is again transferred to their discretion. Obviously, in order to avoid this, it is necessary to prevent problems from being redirected upwards. If the decision-making power is properly delegated, then the leader should not be tempted to make the decision himself. Subordinates usually quickly figure out which of the leaders willingly makes decisions for them.

If we proceed from the principle of the level of authority, it becomes clear that if managers want to achieve the effectiveness of delegation and thereby relieve themselves of a certain part of the burden of decision-making, they must be sure that the authority is clear to the subordinate, that he is clearly aware of them.

The principle of one-man management

One of the basic principles of management is the principle of one-man command, which is formulated as follows: the more complete the relationship between the subordinate's subordination and the leader, the less likely he will receive conflicting instructions and the higher the feeling of personal responsibility for the results of work. When considering the issue of delegation of powers, it was assumed that (with the exception of cases of mandatory separation of powers) the right to freedom of action in a certain area of ​​activity is transferred to a subordinate by only one leader. Despite the fact that a subordinate can, in principle, receive authority from two or more managers and, accordingly, be accountable to all of them, the significant difficulties associated with working under the subordination of two or more managers are obvious. Since the commitment made is essentially personal in nature, the delegation of authority by several managers to one person often leads to contradictions in both authority and responsibility. The principle of one-man management is very useful for clarifying the system of interrelationships between authority and responsibility.

Thus, the president of a firm usually does not distribute sales activities between sales, production, public relations, finance, accounting and personnel, unless they are led by one person. Instead, since sales is a kind of linking activity, the sales manager is assigned to lead this work. If, instead of one manager, a certain executive committee is appointed by the president to manage the sales department, then there will be no one-man management. Forcing every responsible employee in the sales department to obey not one manager, but each of the committee members, means causing confusion and disrupting work efficiency.

The principle of unconditional responsibility

Since responsibility, being undertaken by an obligation, cannot be delegated, then not a single manager can be relieved of responsibility for the activities of subordinates due to delegation, since it is he who delegates authority and distributes responsibilities. Subordinates, having accepted the assignment and having received the powers necessary for its implementation, bear full responsibility to the leaders for their activities; leaders, in turn, bear full responsibility for the organizational activities of their subordinates.

Principle of correspondence of authority and responsibility

Since the authority is the right to perform the assigned work, and responsibility is the obligation to perform it, then it logically follows that authority must correspond to responsibility. From this obvious circumstance, the following principle follows: responsibility for certain actions cannot exceed the expected volume of delegated powers, but it should not be less than it. This correspondence is not of a mathematical nature, it is rather of a spatio-temporal order, since both powers and responsibilities relate to the performance of the same task. For example, the president of a firm might assign the purchase of raw materials and equipment, as well as the hiring of workers, to the vice president of manufacturing. The latter can carry out this work only if he is given sufficient freedom of action to carry out these tasks. At the same time, subordinates should not be given more powers than their duties require. Often, managers ask their subordinates for work for which they do not have the necessary authority, which, of course, is fundamentally wrong. It also happens that the subordinate is delegated powers sufficient for certain actions, but there is no control over their correct use. However, in this case, there is only ineffective leadership, which has nothing to do with the principle of the correspondence of authority and responsibility.

It is said that managers are sometimes empowered to take actions for which they cannot be held accountable; thus, the sales manager is empowered to sell goods, but cannot force people to buy them. At the same time, the sales manager has the authority to use certain material and human resources for the widest possible sale of goods, therefore, in accordance with this, there should be his responsibility as a leader for the correct management of personnel and material resources and his sales authority.

decentralization governance authority responsibility

2.2 Characteristics of different types of powers

It is important to realize that delegation is only implemented if the authority is accepted.

In large organizations, senior managers rarely communicate with subordinates at lower levels, who actually perform most of the specific tasks. However, they are responsible for the affairs of the firm and their subordinates.

The amount of responsibility is one of the reasons for the high salaries of managers, especially those in charge of large corporations.

Empowerment- This is an organizationally fixed limited right to use the resources of the organization and direct the efforts of its employees to perform delegated tasks.

Authority should not be confused with power, which is understood as a real ability to act or the ability to influence a situation.

Powers define what a person in a given position is entitled to do. Power determines what it can actually do. You can have power without having authority.

There are 2 types of powers:

Linear powers

Staff powers

Linear powers- these are the powers transferred directly from the boss to the subordinate and then to another subordinate.

Linear powers express the system of power relations existing in the organization between management and subordinates. Delegation of line authority creates a hierarchy of levels of management in an organization called a chain of command.

Staff powersis the right to advise or assist line managers and staff personnel.

The introduction of a mandatory approval procedure ensures the expansion of recommendatory powers and obliges the line management to coordinate a certain range of decisions with the headquarters staff.

Parallel powersrepresent a further expansion of staff powers and include the right to reject certain decisions of line management.

Functional authority means giving the headquarters the right to both propose and prohibit certain actions within its competence.

The need to implement staff functions and powers led to the formation of a special staff (administrative) apparatus in organizations.

There are the following main types of administrative apparatus:

· advisory apparatus;

· service apparatus;

· Personal apparatus.

Advisory apparatusis formed on a temporary or permanent basis from specialists of a certain profile, whose duties include advising the line management on problems requiring special training (legal problems, the latest or special technology, training and advanced training of personnel, etc.).

Service apparatusalong with advisory functions, it performs service functions. The most typical areas in which the service apparatus finds application include marketing research, financing, planning, procurement, etc.

Personal apparatus- This is a kind of service staff, formed from secretaries and assistant managers. Although in organizations, personal staff do not have formal authority, they can wield a lot of power.

It is important to realize that in large organizations, the administrative apparatus can consist of many people. In such situations, the unit is a unit with more than one level of management. Thus, the headquarters itself has a linear organization and the usual chain of commands within itself. Naturally, managers in the apparatus hierarchy have linear powers in relation to their subordinates, regardless of the nature of the powers of the apparatus in relation to the organization as a whole.

Traditionally, the production, sales and financial functions of the enterprise belong to the line activities.

Organization of relationships between line and staff powers.When organizing this kind of relationship, management must decide whether this type of activity will be linear or hardware. This decision should be based on determining how fundamental and direct will be the contribution of this activity to the achievement of overall goals. However, it is unacceptable to regard the apparatus and staff activities as insignificant for the achievement of goals. All activities should facilitate the achievement of goals. If any kind of activity does not contribute to this, it should be excluded, and not transferred to the category of apparatus and staff. Thus, the question is not whether there is a contribution, but how directly it relates to the main mission of the organization.

Linear activities in the true sense of the word are those activities that are directly related to the creation, financing and marketing of goods or services produced by the organization.

Naturally, the definition of which specific types of activities should be attributed to the apparatus and staff, depends on the mission, goals and strategy of the organization. Differences in purpose lead to fundamental differences in structure.

.3 Centralization and Decentralization of Powers

Delegation of authority is an integral part of decentralization. The main purpose of delegation of authority- make it possible to decentralize the management of the organization. This must be done when the scale of management is too large and the process itself includes the transfer of authority to subordinate managers to perform special tasks. Only powers are transferred. All responsibility continues to be borne by the senior manager.

The degree of centralization and decentralization depends on the scale of authority. Centralizationmeans the concentration of control tasks, and decentralization- division of tasks according to certain criteria.

Without delegation of authority, management of the organization becomes too centralized. The level of centralization is the lower, the more decisions are made directly in the workplace, which are immediately implemented and are of a narrow, specialized nature. Centralization is characterized by a lack of delegation of authority and known limits of competence, which leads to a decrease in efficiency in decision-making. Excessive centralization infringes on the development of the initiative of representatives of the lower level of leaders.

Factors that determine the degree of decentralization of government include the following:

· receptivity to new ideas;

· willingness to transfer the solution of minor issues to the lower level of management;

· willingness to trust the lowest level of management;

· the desire to exercise only general control (and not hourly, daily).

Powers in the management system are not always distributed evenly, they can, for one reason or another, be concentrated mainly on its upper or lower "floors".

Then, in the first case, there is a centralization of managerial powers, and in the second, their decentralization. It should be borne in mind that all powers cannot be centralized or decentralized. Complete centralization is hindered by the fact that people have limited resources of time, knowledge, experience and can simultaneously solve only a certain number of problems, assimilate a limited amount of information. Full decentralization is impossible due to the fact that the organization will lose control and fall into a state of chaos.

This inevitably leads to the fact that centralization in one respect requires at the same time a reverse process in another. So, excessive concentration of the solution of certain problems in the higher management structure will lead to the fact that most of them will inevitably be accepted on its lower floors, which will by no means add quality to them, but will reduce efficiency and increase the bureaucratization of management.

Centralization and decentralization of management can develop both in breadth and in depth. In the first case, we are talking about an increase in the number of problems controlled by a given subject; in the second - about their more thorough and detailed study, which could otherwise be carried out on the lower levels of the management hierarchy.

The degree of centralization of managerial powers is determined by the following circumstances:

· decision-making costs. The higher the cost of making decisions, the higher the level they should be considered;

· the size of the organization. The larger the firm, the more difficult it is to coordinate activities within it, and this is where the advantage of horizontal links arises. In large firms, the maximum decentralization of authority and division of the organization into a number of large blocks is required, the management of which should be as close as possible to the level at which decisions are made;

· features of historical development and tradition;

· the character and worldview of senior leaders;

· the availability of the necessary personnel;

· the nature of the activity, which in itself limits the possibilities for centralizing powers;

· business dynamics - the higher it is, the higher should be decentralization;

· by external forces in the form of state regulation, taxation peculiarities, actions of trade unions.

In the conditions of the existence of giant enterprises with a mass production of homogeneous products, the tendency towards centralization of management was predominant, since the conditions of production created the most favorable soil for it and made it possible to realize its advantages, which were as follows.

First, in strengthening the strategic focus of the management process and ensuring, if necessary, the concentration of resources in the key areas of the organization. Secondly, in the elimination of unjustified duplication of management functions, leading to savings in the corresponding costs (for example, instead of accounting in each department in the company, a single accounting department with a smaller staff is created). Thirdly, in the concentration of the decision-making process in the hands of those who know the general situation better, have a greater outlook, knowledge, experience.

However, the centralization of powers has its downside: a lot of time is spent on transferring information, during which a significant part of it is lost or distorted; the most important decisions are made by persons divorced from life and have a poor idea of ​​the specific situation, at the same time, those who are familiar with the situation are removed from the development and adoption of decisions, and they are imposed on them by force. As a result, the solutions turn out to be of insufficient quality and are ineffectively implemented in practice.

Today, in the conditions of a significant complication of production and information processes, an increase in the number and degree of economic independence of entities included in the organization, their territorial dispersion, a rapid change in the market environment, an exponential growth in the number of decisions made, etc. there was a real need to decentralize the management process.

It allows, firstly, to quickly develop and make decisions, including with the participation of direct executors; second, to more definitely reflect the objective situation in these decisions; thirdly, to abandon detailed instructions from the center, thereby reducing its overload with secondary problems and reducing information flows.

However, the decentralization of management is accompanied by a number of negative consequences that must be taken into account in practice. First of all, due to the isolation of the decision-making process and its concentration on the lower floors of the management structure, the interests of other departments and the organization as a whole are often poorly taken into account or completely ignored, as a result of which decisions are often tactical in nature, turn out to be small, ineffective.

Due to the lack of general rules and procedures for the development and adoption of decisions, "shaking" takes a lot of time and is not always successful. Finally, decentralization can lead to separatism, which is extremely damaging to the organization.

The extreme form of decentralization of management is its complete absence, which takes place in the so-called multiple structures - organizations of a conglomerate type, in which there are no connections of any kind - information, technological, organizational and even financial, through which a centralized fund of funds is formed and distributed - they are replaced by financial controls.

Since decentralization cannot proceed indefinitely without the destruction of the organization itself, at some point it is replaced by the opposite process - centralization. Thus, a kind of "pendulum vibrations" arise, giving the control system additional flexibility and stability.

Another way to curb the excessive independence of units is the so-called selective centralization, which implies that, along with giving them more freedom of action, their leaders fall into strict personal subordination to the first person of the organization, becoming his deputies, and, therefore, are forced to be in this capacity unconditionally obey the instructions of the central authority.

Advantages and Disadvantages of Centralization and Decentralization:

Benefits of centralization and decentralization

Benefits of centralization

1. Centralization improves the oversight and coordination of specialized independent functions, and reduces the number and scope of erroneous decisions made by less experienced managers.

2. Strong centralized management avoids a situation in which some departments of the organization grow and develop at the expense of others or the organization as a whole.

3. Centralized management allows for a more economical and easy use of the experience and knowledge of the staff of the central administrative body.

Benefits of decentralization

1. It is impossible to centrally manage especially large organizations due to the huge amount of information required for this and, as a result, the complexity of the decision-making process.

2. Decentralization gives the right to make decisions to the leader who is closest to the problem that has arisen and, therefore, knows it best.

3. Decentralization stimulates initiative and allows the individual to identify with the organization. With a decentralized approach, the largest division of the organization seems to its leader very small, and he can fully understand its functioning, completely control it and feel like a part of this division. Such a leader may have the same enthusiasm in his department as an independent entrepreneur in his entire business.

4. Decentralization helps prepare a young leader for higher positions by empowering him to make important decisions early in his career. This ensures an influx of talented leaders into the organization. It is assumed that talented leaders are not born, but become in the process of gaining experience. As it shortens the lead time from rank and file to senior positions, decentralization helps keep the ambitious and assertive young leader in the firm and grow with it.

The disadvantages of centralization are that it closes the path to the benefits of decentralization, and vice versa.

Factors affecting the ratio of centralization and decentralization:

the amount of costs (which can be expressed in money, prestige or measures of a subjective nature);

degree of unification. The desired level of uniformity can be more effectively achieved by strengthening centralization;

the size of the enterprise. In large enterprises, decisions are made by a large number of managers of different levels, which are difficult to coordinate. Where powers are dispersed, decisions are made more quickly;

philosophy of management. Leaders may prefer an authoritarian management structure, where all decisions are made by senior management, or a decentralized system, where leaders at all levels determine the scope of authority at their discretion;

availability of a suitable leader. In the absence of managers of the required level, it is advisable to concentrate powers in the highest levels of management;

use of control techniques. The higher the control capacity, the more decentralization can be achieved;

the nature of the organization's activities. If the commercial operations carried out are spread over large geographic areas, a greater degree of decentralization will also be required;

the influence of the external environment. This refers, for example, to government policy on pricing, income, or any restrictions on the use of labor. These reasons can reduce the degree of decentralization of management of the organization, but their clear articulation can help to solve the problem.

3. Characteristics of the main stages of delegation of authority

.1 Conditions for effective delegation of authority

The conditions for effective delegation of authority are:

· preliminary comprehensive assessment of the abilities of subordinates;

· assignment of work that they have not had to deal with before;

· a thorough explanation of the meaning of the assigned task and the absence of discouraging instructions; encouragement of independence and initiative;

· delegation primarily to young people.

When delegating, it is necessary to avoid extremes: excessive control and lack of control, limiting the number of participants in this process and coming up with artificial tasks.

Since the ability of people to exercise authority in certain specific situations cannot be clearly defined in advance, their delegation is associated with a certain risk. However, this risk is justified, since it promises significant benefits to all parties.

First of all, delegation of authority brings decision-making closer to the place of their implementation, and, consequently, increases their quality, flexibility, efficiency, prevents wasting time waiting for orders and instructions, from which the management process as a whole becomes more effective.

Delegation of authority frees managers from many current affairs and allows them to tackle the global, most complex problems, makes it possible to more rationally distribute the workload among subordinates, identify among them possible successors who can replace them when moving up or retiring.

Delegation of authority to subordinates allows the most productive use of their abilities, knowledge, experience and acquire new ones;

show initiative and independence;

develop yourself as a person; to demonstrate to those around them their own capabilities, to increase their prestige in their eyes and to create a "launching pad" for further promotion up the career ladder;

finally, just get more job satisfaction.

However, despite this, both managers and subordinates often resist delegation of authority.

The leader does not delegate authority due to self-doubt, incompetence, inability to take risks, fear of losing his place, power, being branded as a bum, ambition, copying the style of top management.

Many managers are so busy with current affairs that they do not have a clear policy on this issue; they do not know how the top management will react to this, or there is simply no time to set tasks to subordinates and monitor their solution, but even if there is time, not everyone understands the importance of this problem and are able to correctly determine the object for delegation.

Some managers do not believe in the ability of subordinates, they are afraid to be held accountable for their possible failures, they do not want to part with their favorite work, which they have given for many years, or are afraid of losing prestige.

Finally, there are leaders who are afraid of subordinates and conflicts with them, and therefore do not risk offering them additional responsibilities.

Subordinates, in turn, shy away from accepting powers for reasons such as unwillingness to work independently due to lack of knowledge, incompetence in this matter; lack of self-confidence and fear of responsibility for mistakes; fear of being smarter than the leader, distrust of him; overloading by other duties; lack of information that limits the real ability to do something; a formal approach to business on the part of managers, often resulting in the so-called fictitious delegation, that is, the transfer to a subordinate of those powers that he has long had.

It should be remembered that effective delegation of authority is two sides of the same process - authority and responsibility. If you do not follow this simple rule and do not complete the case, then the process can completely fail. When a leader transfers certain powers to a subordinate, then he expects the person to fully fulfill the assigned obligations. In case of irresponsible behavior of an employee, the director may well ask him to redo the work. However, the process of delegation of powers is not always effective, and there are several reasons for this. Most often, all sorts of obstacles arise that can unconsciously arise both from the leader and from the subordinate. Therefore, experts advise to follow some principles of the transfer of powers that are really capable of realizing the idea:

Develop custom control techniques to help you avoid the potential risk associated with delegation of authority

Trust your employees. Thanks to this, they will become more confident and better at performing the assigned task. It is a comfortable psychological environment that will help to avoid possible failures. Remember to praise the employee for quality work, not just criticize for failure.

Motivate the employee to receive all sorts of rewards for good performance when accepting new powers. When a person has new responsibilities, he naturally expects to receive the appropriate reward. For one person, this may be a wage increase, for another, a career advancement. In any case, it is imperative to think over what the employee gets for additional work. Only then can you count on effective delegation of authority. Otherwise, he will be passive in performing the assigned tasks and will doubt the expediency of his work, since he will not receive any gratitude from the leadership.

Observe the correspondence of authority and responsibility. To achieve the necessary success in achieving the assigned tasks, a person must have "untied" hands, otherwise at one of the stages the work may stumble upon obstacles and limitations. But you should not shift responsibility for everything that is possible to the employee.

Ensure that the information that the employee needs is communicated correctly. In modern companies, sometimes tasks are handed over by word of mouth, resulting in a kind of game with a "spoiled" phone. Naturally, the employee cannot properly understand what is wanted from him. It may also happen that the employee thinks that he correctly understood the tasks and begins to solve them, when in fact they look completely different. Therefore, the task of the manager is to competently convey information to the subordinate. Do not dismiss this responsibility, since the success of your company ultimately depends on such little things.

Effective delegation of authority can really solve the problem of a manager's lack of time. And the main task of the leader in implementing this process in the organization is to competently convey to the subordinate what is required of him.

Conclusion

The advantage of delegation of authority lies, first of all, in the fact that it contributes to the formation of an atmosphere of creative work in the team. An employee to whom certain powers have been delegated receives an independent site and is responsible to his manager for it (that is, he is assigned a certain responsibility), which in itself is a mobilizing factor.

Regardless of the level of responsibility of the subordinate, the leader must respect his position. Delegating responsibility and authority - and respect for the people to whom they are delegated - is one of the best ways to boost morale, increase interest in work, and organize a well-coordinated team.

In such a work process, skillful managers can be identified and trained. An employee to whom authority has been delegated gets a real opportunity to fully demonstrate his professional and organizational skills, to acquire certain skills necessary for a manager. And also the delegation of powers satisfies the need of employees for freedom of action, has a beneficial effect on increasing their creative potential. Trust and attractive work generate positive emotions that contribute to high performance.

The distribution of tasks between the boss and the subordinate is a special form of interaction, which is denoted by the concept of delegation of authority. The effectiveness of the work of subordinates, of the leader himself, and of production as a whole, depends on how much the leader masters this art.

But let's not close our eyes to the fact that the implementation of this principle may face great difficulties. First of all, in conditions of sole responsibility, it is not easy for a leader to decide to transfer some of his responsibilities, because, ultimately, they will ask him.

Management and leadership are functions that cannot be combined with the desire to do everything personally. When and how to delegate authority? Professor A. Secord of Brooklyn College believes that this is necessary when a subordinate can do a better job. Many people avoid delegation because they do not want to admit that their subordinates are better at something. But, after all, there is nothing shameful in this. The most qualified and the smartest leader doesn't know something. Therefore, it is better to entrust the case to a specialist.

An important prerequisite for delegation at the first stage is the provision of limited independence to subordinates. This makes it possible to identify the inclinations and develop them, because a person begins to work to the fullest extent of his abilities only when he is faced with the need to decide for himself and take responsibility. Any smart employee can be made to willingly take on some of his manager's tasks.

Of course, at first, the subordinate may not be able to cope with the task. Therefore, so that neither the leader nor the principle of delegation is affected, timely but tactful control and support, and, if necessary, consultation are important here. Gradually, the qualifications of the subordinate will reach the required level and then the efforts of the boss will pay off a hundredfold. But for this you need:

trust a subordinate with responsible tasks at the level of the upper limit of his capabilities;

to help him in case of difficulties, and not to select a task, entrusting it to another or performing it independently;

use all available forms of encouragement for this work, and, in particular, inform the superior managers about the achievements of subordinates.

Delegation of authority should be a method that is not applied on a case-by-case basis, but on a continual basis. Only then it is possible to understand which of the employees is able to carry out the work of the manager and achieve the desired quality of performance. When delegating authority, one must not forget that a subordinate should transfer not only duties, but also rights and power.

In conclusion, let us quote the words of Norman Kaners: “If I need to assess the quality of a manager’s work, then, first of all, I’m not interested in the personal characteristics of his character or even his professional qualifications, but something completely different. I only want to know one thing - how his subordinates work. When I see ordinary employees in front of me, the quality of their work is constantly improving, then I understand: they work under the supervision of a good leader. "

Bibliography

1.Constitution of the Russian Federation. M., 1993

2.Labor Code of the Russian Federation of 12/30/2001.

3.Akulich I.L, Demchenko E.V. Fundamentals of marketing. - 2nd ed., M .: Higher school, 2010. - p.109-138.

4.Arenkov I.A., Bagiev E.G. Benchmarking and marketing solutions. SPb .: Publishing house SPbUEF, 2011.

5.Bagiev G.L. Methods for obtaining and processing marketing information. SPb .: Publishing house SPbUEF, 2010.

.Bronnikova T.S., Chernyavsky A.G. Marketing. Study Guide - 2013

.Vasilenko L.A. Information services market: Textbook. M .: RAGS, 2010.

.Vikhansky O.S., Naumov A.I. "Management: people, strategy, organization, process." M., 2011

.Vikhansky O.S., Naumov A.I. Management: Textbook. - M .: Gardariki, 2012.

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.Utkin E.A. Management course. Textbook for universities. - M .: Publishing house "Mirror", 2010.

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The very name of the principle contains a decoding of its main meaning -

the transfer by the head of part of his official functions to his subordinates without active interference in their actions. This optimization technique is usually called the method of delegation of authority and was mentioned when considering the problems of decentralization of management. The role of the method of delegation of authority in management is so great that many researchers and practitioners tend to consider it as a separate management principle.

The principle of delegation of authority consists in the transfer by the head of a part of the powers, rights and responsibilities entrusted to him to his competent employees.

At its core, delegation is a way to make work done by others. This is the trick of a strong leader. Authority is delegated as far down as possible. Authority is delegated only by the manager for his subordinates up to the level at which his competence and information for decision-making are located.

When delegating authority, the manager:

Delegates responsibilities (establishes);

Defines rights;

Determines the level of responsibility when exercising powers.

Benefits of delegating authority:

Ability to engage in tasks that require personal involvement

the head;

Focusing on strategic objectives and long-term plans

enterprise development;

Delegation is the best way to motivate creative and active

workers;

Delegation is the best way to learn;

Delegation as a way of a professional career.

Let's consider in more detail the importance of practical application

delegation in enterprise management.

The main practical value of the principle is that the manager frees his time from less complicated everyday affairs, routine operations and can concentrate his efforts on solving problems of a more complex management level; at the same time, which is very important for the manager, compliance with the controllability standard is ensured. At the same time, this method is a purposeful form of professional development of employees, contributes to the motivation of their work, the manifestation of initiative and independence.

The main task of the leader is not to do the work himself, but to ensure the organization of the labor process by the forces of the team, take responsibility and use power to achieve the goal. It is immoral and hopelessly wrong to build a relationship between a boss and subordinates on cunning, deception or flattery. People, with all their individual differences, behave in a normal, regular situation nevertheless predictably - if the team knows its tasks and understands the methods used by the leader to achieve the goal with minimal difficulties, then you can confidently count on the support of the majority and find performers who can trust the independent solution of local and sometimes multifunctional tasks. Such an employee, singled out from the team for his undoubted organizational skills and professional knowledge, is well aware of the advantages of the trust placed in him, is proud of the consciousness of his importance and will try to justify the trust placed in him.

Delegation of authority is possible and advisable if the leader has prepared worthy performers, trusts them and can skillfully manage them. The contractor must be professionally trained, have practical experience.

Methods for solving production and organizational tasks are always multivariate, and if a subordinate uses his own, independent, as yet, perhaps, non-optimal decision tactics, then this is another positive feature of the principle of delegation of authority - the performer goes through a good and absolutely necessary school of managerial development, learns to be independent. The performer asserts himself, his self-confidence and initiative grows. At the same time, it is important to remember that the performer has the right to make a mistake, and in this case the manager is obliged to provide him with all possible assistance in the most tactful form. After all, one of the main tasks of a leader is to develop the abilities and skills of a subordinate.

A particularly delicate aspect of this principle is the organization of control over

actions of subordinates. Petty tutelage will give nothing but harm (violation of the principle of least impact!), Lack of control can lead to disruption of work and anarchy. The solution to the control problem lies in well-established feedback, in the free exchange of information between colleagues and, of course, in a sufficiently high authority and managerial skill of the leader. By the way, an experienced high-level official, wishing to form an objective opinion about the quality of a manager's work, is always interested in how his subordinates work (this characterizes a manager very well).

The principle of delegation of authority will be effective if:

Subordinates really know and understand what new responsibilities have been transferred to them. An employee's affirmative answer to the question whether he understands everything is not always true: he may be delusional, or he may be afraid to admit that he did not understand everything;

The employee is prepared for new functions in advance, there is confidence in his ability to complete the task and is ensured

the action of the mechanism of stimulation and motivation;

The subordinate will not receive "valuable instructions" from another boss over the head of his immediate supervisor;

The performer knows his rights and obligations without any uncertainties;

The performer is free in his actions: the less noticeable the participation

the leader in choosing ways to implement the assigned tasks, the better;

The contractor is confident in his right to take a well-considered risk and the right to make mistakes. This is important as a way to deal with the routine and

inertness in the activities of the administrative apparatus;

Specific goals and deadlines for the assignment will be set;

The subordinate will correctly understand the need to control the course

implementation and provide objective information on deviations from

planned indicators;

The contractor understands that he not only has the right to make operational decisions, but is also obliged to apply it if necessary. A person who has received the authority not only can, but also must, if the situation requires it, he must know that he will have to account not only for his decisions, but also for inaction. This situation is especially important in the event of extreme situations, in a crisis, when the human factor is of particular importance.

It should be noted that the principle of delegation of authority is timidly applied by persons who have recently been promoted, because it is difficult for them to abandon the habitual stereotype of past activities. A manager who sorts out correspondence and types in the presence of a bored secretary is regrettable, but not sympathetic. Sometimes the principle of delegation of authority does not give the expected effect - the executor does not fully fulfill the managerial functions assigned to him. Most often this happens in those cases when it is necessary to make decisions that are unpopular in the team: the imposition of penalties for violations of labor discipline, the deprivation of bonuses, the examination of immoral acts of workers, etc. under various pretexts, the performer tries to convey the solution of these problems to his leader in order to look in the eyes of the team from the best, as it seems to him, side. Among other reasons, most often there is uncertainty about the correctness of the responsible decision, insufficient experience, and sometimes fundamental disagreement with the opinion of the manager. However, there is a complex of management tasks, the solution of which should be left to the manager. This is, first of all, the definition of the goals, the policy of the organization and the adoption of fundamental decisions. It is the duty of the first person to accept not himself the performance of tasks with a high degree of risk, of a particularly confidential nature and all unusual operations that go beyond the established regulations and traditions of the operation.

There is another delicate issue - the right to sign. Many managers believe that it is reasonable to centralize this right: the performer, the trustee, thought out the decision, prepared the appropriate document and submits it to the manager for signature, who thus exercises his natural right of control. But this method of interaction indicates that only a part of the rights is delegated to the performer and there are many objections to this method:

The performer, deprived of the right to sign, has every reason to believe that he is far from fully trusted and such uncertainty does not contribute to mutual understanding;

Decentralization of signing rights speeds up the process of making managerial decisions and reduces the workload of the manager;

With the centralization of this right, it is difficult to establish the true culprits of the erroneous decision, often the manager signs the document, either without reading it, or without delving into its essence; the direct executor develops a tendency to transfer all important decisions to a higher level of management;

With the centralization of the authority to sign, managers are confident in its significant superiority in knowledge over executive specialists, the manager often begins to identify his personality with the organization he heads.The effectiveness of delegation of authority is obvious, but not all managers are in a hurry to apply it for the following reasons:

Doubt about the competence of other employees, fear of what they will do

Fear of losing power and office. By giving part of my powers to others, they argue, I naturally reduce my rights, and this will not lead to good.

If the performer does not fulfill his new tasks, then he will have to urgently intervene and correct other people's mistakes. If the subordinate performs the tasks too well, then the bosses may reasonably think about my suitability for the position held, i.e. fear that someone will do better;

Ambitiousness and distrust of subordinates. A low assessment of the abilities of their employees and an overestimated self-esteem give rise to distrust of the staff - it is better to do everything yourself;

Fear of receiving a negative assessment of their actions from colleagues and superiors: he himself, they say, is a slacker, does not want to work, dodges work and therefore likes to delegate his work to employees; it is incorrect to load already busy people.

This principle once again confirms the validity of the well-known formula: "Never do yourself what your subordinates can do,

except when a person's life is at stake. "