Why don't managers use delegation? Goals and principles of delegation of authority. Delegation of authority - what is it?

Delegation of responsibility is a complex process in which part of the manager's functions is transferred to employees, which helps to achieve the set goal. As a result, the manager receives structured information from a group of performers, which he subsequently uses to make various decisions.

Let's give an example. The director (or manager) tells you: “Do it, clean it, buy it, etc., and I will check.” In other words, the director entrusts some part of his own work to a subordinate, clearly limiting the scope of responsibilities, the period of implementation and the result of the activity. He does not interfere with the work process, leaving his authorized person free space for creativity, and is involved only at the stage of checking the work done.

The purposes of delegation are very diverse:

1. Correct distribution and delegation of authority frees up time for the head of the organization, which he spends on solving more complex or difficult tasks where employees cannot cope.
2. The new rights that the employee receives are good motivation for him, so that he will do all the work efficiently.
3. The level of trust in the work team increases, which undoubtedly makes the team more united.
4. Delegating authority to employees makes it possible to check how efficient employees are and understand their work.

In a number of countries, the delegation of management functions is enshrined in legislative acts (Civil Code).

Types of powers

Authority refers to the limited right to make decisions in an organization and responsibility for the use of its resources. It is not the person who has the authority, but the position in which he is located, so an order for the delegation of authority will definitely be needed to legitimize this process. Authority can be linear or staff. With linear, the right passes directly from the boss. During staff meetings, outside employees are involved so as not to violate the hierarchy.

It is not the person who has the authority, but the position in which he is located, so an order for the delegation of authority will definitely be needed to legitimize this process.

Linear authority is transferred from the boss himself to his subordinate. Further responsibilities can be transferred along the chain. An example of delegation can be found in any company. If an employee has linear authority, then in some issues he will be able to make decisions himself, without coordinating them with management. For example, this happens in those departments and departments that are separated according to the organization’s charter or adopted legislative acts. This method creates levels of delegation of authority, so that a kind of hierarchy chain appears. But if the chain in the hierarchy is too long, the company's work will slow down.

These forms of delegation of authority imply two important rules. Firstly, this is the principle of unity of command, when an employee receives all tasks from only one superior person. Secondly, the standard of control, which implies a certain number of employees who report to one manager. Typically, such delegation methods are used only when there are no more than 3-7 subordinates.

Staff powers presuppose that other employees will be involved, and the principle of unity of command will not be violated by these types of delegation of powers. Typically, employees perform tasks related to consultation and service. There are several options for authority in this case:

• Advisory – the performer can give advice, because is an expert in his field.
• Coordination - development and decision-making (delegation of authority does not allow complete control over the matter, only over one aspect).
• Control and reporting – checking the activities of performers and providing a report on the entire operation with additional analysis.

Principles of delegation

The principles of delegation of responsibility are the basis in delegation. These are rules that must be followed.

1. Transfer of responsibility based on the results expected from the team’s work.

Delegation techniques suggest that each employee must be given sufficient opportunities to achieve the organization's goals. Many managers strive to divide rights among a large number of employees, but in the end they simply cannot cope. It is necessary to clearly define the goal and objectives. And then create a single cluster of powers, which are distributed among employees. When there is a ready-made plan, each employee will have to show results.

2. The principle of functional definition.

Delegation of powers of employees is necessarily carried out in accordance with the functional definition. Structural separation involves separating different types of work. The better the results are defined, the better the different departments will have visibility into their direction. These types of delegation by structure and purpose will help you work harmoniously, but at the same time achieve goals faster.

3. Scalar principle.

The scalar principle describes the procedure for transferring authority. There must always be a leader who has supreme power. The better the manager’s official ties with each employee are visible, the better the communication is.

4. The principle of the level of authority.

This principle is a consequence of the previous two. The rules of delegation assume that each level in the organization will have its own powers, and redirecting them to other levels is prohibited.

5. The principle of unity of command.

Delegation of rights and powers will be effective only if the relationship between management and subordinates is complete. This has a beneficial effect on the work of the organization.

6. The principle of unconditional responsibility.

Delegating authority to subordinates implies that they take responsibility for the work performed, but at the same time, the manager is also responsible for the actions of his employees.

7. The principle of correspondence of powers and responsibilities.

Delegation of responsibilities is carried out so that the employee has not only the responsibilities themselves, but also a sufficient number of rights to perform the assigned tasks. Then the employee will not be constrained.

Benefits and practical applications

The process of delegation of authority is always carried out in accordance with certain rules. Despite the significant benefits, delegation of managerial authority is not always possible.

The types of work that can be delegated are quite varied. Firstly, you can always delegate routine work responsibilities to your assistant. Secondly, the reasons for delegating authority may be that highly specialized work needs to be done. In this case, another employee will be needed. The same applies to various private issues and those tasks that are less significant. Delegation of preparatory duties is also permitted.

However, there are tasks that cannot be delegated to another person, so only the manager must perform them. Delegation of authority by a manager is prohibited when it is necessary to work out goals and objectives. The same applies to the development of company policy. Decision-making and management of employees also cannot be transferred to another person. Delegation of authority in an organization when the situation is risky is also prohibited. The same applies to non-standard cases, as well as situations where it is necessary to completely trust a subordinate.

Delegation of authority by a manager is prohibited when it is necessary to work out goals and objectives. The same applies to the development of company policy.

The benefits of delegation are quite wide:

1. The ability to focus on the main tasks rather than wasting time on small tasks.
2. The ability to resolve issues that require the personal involvement of a manager.
3. Motivation for employees.
4. Learning tool.
5. Professional growth.

The system of delegation of responsibility is an important element of the company's work. Despite this, some managers are reluctant to use such a tool. This is explained by the fact that there are doubts about the professionalism of employees, fear of losing authority, ambition and distrust of subordinates. However, delegation, the purpose of which is to improve the efficiency of the entire company, is used everywhere.

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

What is delegation of authority?

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

Psychology of delegation of authority

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

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

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

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

How is delegation different from task setting?

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

Advantages and Disadvantages of Delegation

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

Pros of delegation of authority

The following are the benefits of delegation:

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

Disadvantages of delegation of authority

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

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

Delegation of authority in management

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

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

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

Purposes of delegation

I distinguish the following purposes of delegation of authority:

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

Rules for delegation of authority

There are the following delegation rules:

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

Types of delegation

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

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

Reverse delegation

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

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

Books on delegation of authority

Books on delegation will help you avoid making annoying mistakes in the process of transferring work from a manager to a subordinate:

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

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 you 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, its pros and cons, why it is necessary, and what mistakes managers make most often.

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

Hence the logical conclusion: most of the powers can and should (!) be transferred to others for execution. Proper distribution of tasks among employees is called delegation. Another definition of delegation is handing over to a subordinate a task that a manager should have completed.

It has been proven that those who know how to delegate correctly are more likely and faster than others to achieve success in management activities.

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

Why delegate authority?

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

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

A manager 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. His task is the strategic development of the company and general control. Therefore, all “turnover” (even complex and atypical ones) can and should be delegated to someone else.

• Increases overall work productivity

In addition to immediate responsibilities, each employee has a “strong point” - something that he can do better than others. The “horse” can be anything: organizing corporate events, resolving conflict situations, or electronic correspondence with clients.

If each employee performs only “their” tasks, the team will work as efficiently as possible.

• Creates a healthy psychological climate

HR management specialists consider delegation of authority 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”

The results of effective delegation help identify promising employees. Their promotion and career growth will improve the company's performance in the future.

How is delegation different from task setting?

Problem statement is a narrower concept. What it is? The manager assigns a task to his subordinates (usually within the framework of their job responsibilities) and that’s it... that’s it. How employees will solve it is their problem.

The purpose of delegation is to remove some of the tasks from oneself and shift them to others. At the same time, the essence of delegation is to transfer the task “entirely”: from setting the task and instructing to reporting on the results.

Advantages and Disadvantages of Delegation

Of course, delegation has its pros and cons. But in fairness, I note that the disadvantages only appear when delegation is incorrect.

Pros of delegation

• Trains and develops employees
• Contributes to the development of the enterprise as a whole
• Forms a team and identifies promising employees
• Saves the manager’s working time, which he can spend on solving more important tasks
• Hones the manager's management skills
• Allows you to make maximum use of the “expertise” of employees in all areas
• Motivates staff using intangible methods. By delegating authority, you can retain valuable employees without promoting them.
• 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
• Increases employee autonomy

Disadvantages 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 “if you want to do something well, do it yourself” type of manager, it will be difficult for you to “share” with someone

• Reverse situation: You are afraid that your 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 “it can’t be done 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 will have to trust your subordinates. After all, along with responsibility, they will also be given powers (for example, access to confidential information and the right to sign documents)

Purposes of delegation

Delegation has three purposes:

• Increase the efficiency of work in the organization
• Reduce management burden
• Increase staff interest

The Importance of Delegating Authority

Why is delegation so important?

Firstly, the amount of work that a manager can “digest” in a day always exceeds his capabilities. Every day he must 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 capable of doing some work better than a manager. This is normal and should definitely be encouraged.

Brian Tracy states: “If an employee can complete 70% of a task, he can be entrusted with the whole task.”

Types of powers and centralization of management

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

There are two types of powers:

• Linear. Authority is transferred along a “chain” from the boss to the deputy, from the deputy to the head of the department and below to the final performer.
• Staff. An extra-system apparatus that allows you to control, advise and influence the work of a linear structure.

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

Centralized management system

In a centralized system, top management makes most of the 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: a rigid 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 template, the employee will be fined.

Decentralized control system

In a decentralized system, the manager's functions 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 in any way they wish. But in a friendly tone, politely and without colloquial expressions. The principle of correspondence is included. The main goal of the 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 delegation of authority:

• The task must have a specific result

When delegating a task to a subordinate, immediately clearly indicate the end result. Only after achieving 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, number of transactions and new clients, average transaction price, percentage of plan fulfilled).

• We determine responsibility, timing and level of delegation

There are five levels of delegation in total: from “strictly following instructions” to “complete freedom of action.”

• Discussing with a subordinate

Three rules for delegating authority in discussions. You need to make sure that the employee:

1. Correctly understood the task assigned to him
2. Ready to complete it within the given time frame to achieve 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 he needs to solve a specific task. No more, no less.

If you overdo it, the employee may abuse his official position. If you don’t add enough salt, he won’t be able to solve the problem effectively. This is especially true when a subordinate requires access to confidential information.

• Lower level employees know the details better

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

An example of delegation. 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... the barista at the point. 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 a task to the deputy, who “footballs” it to his assistant, and so on ad infinitum. A typical example is the army or any civil service, where any task “goes down” along the chain from top to bottom.

• Publicity of the delegation

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 “good” tasks to subordinates: creative, interesting and meaningful.

• The “correct” motivation

It is not enough for employees to constantly be “loaded” with more and more new tasks. They definitely need to be motivated! The “correct” motivation increases both their loyalty and their performance.

Levels and types of delegation of authority

The “depth” and stages of delegation directly depend on the employee’s maturity level.

• Low level of maturity. This includes inexperienced employees and people who lack self-confidence. 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). Here, too, it is important to give specific instructions. And be sure to provide feedback and maintain enthusiasm.
• Moderately high level. The employee is fully capable of completing the task. But for some reason he doesn’t 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 choosing tools to solve a problem
• Delegate interesting and meaningful responsibilities
• Involve the employee in decision making

• High level of maturity. The employee knows how and wants to work. Everything is clear here. You can safely delegate to him those powers that he can handle.

Basic mistakes when transferring authority

The golden rule of delegation: “You need to delegate a task not to someone who wants to, but to someone who is able to solve it.”

Typical mistakes of a manager:

1. Rely on the fact that your subordinates can read your thoughts. This, unfortunately, is not given to anyone. Therefore, when assigning a task to someone, formulate it as clearly and specifically as possible.
2. Downplay the time it will take the performer to make a decision. Many coaches recommend always leaving a few days “in reserve” (for force majeure, adjustments and improvements). Let's say, if a report is needed by March 20, announce it to the contractor on March 15.
3. Control every step. This is the mistake that managers make most often. Why can’t you constantly “stand over the soul” of an employee? Firstly, it is impractical. After all, in this case you will spend as much time on control as on completing the task. Secondly, strict control completely discourages subordinates from working effectively.
4. Do not voice to the performer the “depth” of his responsibility. Such an error destroys the entire effect of delegation if the task is given to a group. Employees willingly shift responsibility to each other.
5. Delegate his own job responsibilities to a subordinate. Oddly enough, many employees (as well as their managers) have little idea what they even include!

What can you delegate?

Research shows that up to 80% of a manager’s tasks can be delegated. Briefly:

• Routine work
• Specialized activity (in which the subordinate is considered an expert)
• Preparatory work (for example, preliminary analysis of competitors, project preparation)
• Private questions (one-time)

What cannot be delegated?

There are exceptions to every rule. What should you not delegate to subordinates, but always do yourself?

• Recruitment and dismissal of employees

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

• Strategic planning

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

• Serious tasks with a high level of risk

From time to time, you have to solve problems that can have a serious impact on the results or prospects of the company. It is also better to do them yourself.

• Gratitude on behalf of the company

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

Secrets of delegation

1. Try to delegate the task as a whole, not in parts. Each employee (in any position) must have at least one “work front” for which he is fully responsible.
2. Encourage discussion. If a subordinate can communicate directly with management and offer his ideas, this greatly increases the impact of his work.
3. Don't push the employee unnecessarily. If you delegated a task to him, wait for the appointed deadline. Constant adjustments, changes and checks reduce work efficiency.

Books on delegation of authority

• Sergey Potapov “How to delegate powers. 50 lessons on stickers"
• Maria Urban “Success through someone else’s hands. Effective delegation of authority"
• Brian Tracy "Delegation and Management"
• Julie-Ann Amos "Delegation"

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

Delegation is the transfer of certain tasks from employee to employee. This is an integral part of the activities of any company. The delegation method is used in any team, even if this term itself is not used. However, the effectiveness of the transfer of powers depends on the correct implementation of this event.

Concept of delegation

Delegation is an event to transfer functions from a manager to other employees. The manager sets certain tasks for the employee and gives him the authority to solve them. The most common example of delegation is working according to a job description. The principle of transfer of authority allows the manager to get rid of the most routine work and deal only with priority tasks. If in a small company a manager can still cope with all his functions independently, then in a large enterprise this is an impossible task.

Purposes of delegation

A tool such as delegation is used for the following purposes:

• Reducing the workload on management staff.
• Increasing the efficiency of each link.
• Increasing employee interest in work.

These are the main goals. Each of them entails the completion of side goals. For example, a manager with a reduced workload can solve more creative problems, which allow him not only to maintain, but also to improve the status of the enterprise. Secondary tasks can reduce the effectiveness of a manager. Delegation increases quality employment for lower levels. That is, non-managerial employees gain access to more complex and creative tasks. This increases interest in work and increases productivity.

Principles of Effective Delegation

Delegation is carried out in accordance with a number of principles. If delegation of authority is done correctly, it increases the efficiency of the company by 30-40%. Let's look at the basic principles of delegation:

1. Unity of command. Only the employee’s immediate supervisor can delegate tasks. There can only be one manager above each employee. A senior manager cannot delegate tasks to lower-level managers. In this case, tasks are transferred to middle managers.
2. Limitation. When using the tool, the correct organization of the management vertical is fundamental. Each manager is assigned a fixed number of subordinates. A manager cannot delegate his functions to those other than his subordinates.
3. Compliance with rights and obligations. Employees are prohibited from transferring functions that do not correspond to their job description.
4. Assigning responsibility. If a manager delegates a certain task to his subordinate, this does not relieve him of responsibility for failure to complete it.
5. Transfer of responsibility. If a manager delegates a certain task to an employee, he must be sure that it will be completed.
6. Reporting. All nuances of task completion, including schedule violations, etc., should be recorded in reports.

Compliance with these principles allows you to avoid slowdowns in the enterprise.

Types of powers

When using the tool, you need to understand the features of the powers that are transferred. Authority refers to the resources to perform a given task. Let's consider the main forms of authority:

• Linear. In this case, a vertical system of power operates. That is, powers are transferred from top-level managers to middle-level managers, from middle-level managers to lower-level managers.
• Staff. Authority is transferred outside the vertical system.

There are two forms of management: centralized and decentralized. In the first case, most of the decisions are made by top management. In the second case, the solution of important tasks can be entrusted to employees who are not at the top level. In the latter option, employees have access to solving more creative problems.

Basic rules for delegation of authority

Delegation is carried out in accordance with the rules that were formed empirically:

1. Delegation and rigid centralization are contradictory. It makes sense to delegate important powers to middle and lower level managers.
2. The main purpose of delegation is to ensure the development of the enterprise.
3. When transferring authority, the employee’s employment status must be taken into account. If an employee is very busy, you should not assign him additional responsibilities.
4. When delegating, you must always take into account the risk that the employee will not cope with the task. Taking into account the risk will prevent it. For example, you can set preliminary deadlines so that there is time left before the main deadline.
5. The manager must take responsibility for mistakes made by the employee to whom the task is assigned.

FOR YOUR INFORMATION! Most managers are afraid of delegation due to the fear that the employee will not cope with the task. Therefore, it is the manager who must “think” for the employee and prevent the risk of project failure. The simplest tool is monitoring the completion of a task at each stage of its execution.

What should you not trust your subordinates?

When delegating, there are two mistakes: fear of transferring authority to employees or unlimited delegation. Not all tasks can and should be transferred. Improper execution of key tasks can lead to a decrease in the efficiency of the enterprise. Mistakes in a piece of work can be truly fatal. Let's consider tasks that are not advisable to delegate:

• Development of the goals of the enterprise.
• Making decisions that change company policy.
• Control over performance results.
• Tasks of high importance that involve great risk.
• Urgent tasks for which there is no time to control the results.
• Transfer of powers.

Employees are given tasks with deadlines and instructions for completion. Employees are given only what can be controlled. This will help reduce the risks associated with delegation. Otherwise, problems may arise.

For example, a manager entrusted a subordinate with a task with a tight deadline. The employee did a poor job, and there was no time left to check and correct the work. The employee to whom authority is delegated must have the appropriate knowledge. The employee must understand how to solve the task.

• Transfer of managerial powers.
• Creating the right working atmosphere.
• Monitoring the activities of employees.
• Analysis of incoming information.
• Decisions concerning the development of the enterprise.

If the manager takes full responsibility for the delegated tasks, no problems will arise. Employees are assigned tasks with deadlines. Recommendations for implementation are offered. The employee is given an interim deadline for completion. Afterwards, the manager checks the results of the work and corrects the employee’s mistakes.

Any manager is constantly faced with the need delegate authority. And if the manager believes that if “you want it done well, do it yourself” - this is not always a healthy topic.

Delegation of authority- this is when a manager delegates some of the tasks to his subordinates. At the same time, the manager must make sure that his employee is able to complete the task quickly and with sufficient quality. In general, it is believed that delegation is one of the most important functions of a manager, who must distribute work among different employees so that the work is done as quickly, efficiently, and efficiently as possible (with minimal costs).

There are leaders who do not touch any work with their own hands, but only tell others what to do. Sometimes such situations reach extremes and absurdity, when the manager delegates a small task to an employee, and then makes an endless number of small amendments. As a result, both the manager and his subordinate waste time in vain, since initially it would be easier for the manager to do what he wants on his own. There is also the other extreme. When a manager prefers not to delegate his tasks, but to do as much work as possible independently. This leads to the fact that employees can stand virtually idle. And the manager becomes overloaded with work. Both are extremes and unhealthy topics.

There are a number of basic management functions accepted in most business schools in the world:

• planning;
• organization;
• motivation;
• control;
• coordination.

The delegation process is closely intertwined with each of these functions.

Why is it important to delegate your authority?

• A leader who does not delegate Not being empowered properly can cause team downtime and also risks getting bogged down in details when his direct job is to keep an eye on the big picture. The importance of delegation is obvious.
• the manager is physically unable to keep track of all business processes in company. Especially if we are not talking about a small business, but about a developed enterprise that has dozens or even hundreds of employees on its staff. Strictly speaking, the manager must set the direction for each employee or department (establish a plan), organize the effective implementation of the plan, coordinate work with other departments or employees of the company, “give everyone a kick” and periodically monitor the implementation of work without falling into all the serious “microcontrol” .
• delegation of important powers will help train certain employees important skills that will be useful for business in the future. Let's say your middle manager suddenly quits. But since you have delegated part of your powers to a young and promising employee, then at that moment he will already be ready to replace the person who was suddenly fired (or left at his own request);
• delegation of authority is an opportunity to look, which of the employees is capable of what in “real tasks”, and not in words.
• The maximum effect can be obtained by delegating those tasks, which your subordinate can perform significantly better than you. For example, an intern as a student has a lot of energy and is sometimes ready to take on almost any job. At the same time, students, due to their age, can show phenomenal labor productivity. In a short time they can shovel a large layer of work. A professional programmer will complete a task in one evening that an inexperienced student could struggle with for a week if he does not have similar experience. Always select an employee according to the task at hand.

In fact, management, delegation of authority and management are identical concepts (synonyms).

How to delegate authority correctly

To delegate correctly, you need to have mental clarity. The worst thing you can do as a leader is to define the task unclearly., without written documentation of the task and clear evaluation criteria. By saying something verbally, you run the risk of being misunderstood or misinterpreted. Further, it is unwise to set the deadline for a large project as “yesterday.” If you assign an employee a task that was already on fire yesterday, then you are a bad manager. You must set reasonable deadlines and constantly monitor the progress of the work. You can use the goal setting criteria SMART or any other criteria.

Further, selecting an employee, you need to take into account his interests, abilities and inclinations, as well as knowledge and experience. How effectively can it perform this specific task? It’s good if this employee has already worked on similar projects. This will reduce the likelihood of failure.

A novice employee without experience should be loaded with tasks that will not be too difficult for him. Or place a more experienced mentor over him.

Another tip is set your priorities for a subordinate. For example, if this particular specialist is overloaded with work, then by giving him a new task, he should be freed from some other work. Otherwise, you risk that the employee may have a nervous breakdown. It’s worse if he suffers from professional burnout syndrome or develops physical health problems.

A person who is not interested in a project is unlikely to complete it on time and with sufficient quality. On the contrary, a passionate employee can exceed all your expectations.

Principles of delegation

Having chosen an executor, you can begin to delegate powers. And here it is important to clearly define the desired result. If you give a task to a programmer, then it doesn’t hurt to draw up a so-called technical specification (specification specification), which will describe in detail the final result of the programmer’s work. And the more detailed and accessible the end result is described, the closer to the expected result you will receive.

Even if you give a task that involves a creative approach (logo design), you must still describe approximately what result you want to get. What should be depicted in the future logo, what color scheme is preferable for the logo, examples of logos that you like. From my own experience, I am convinced that the more detailed you write out the terms of reference, the better the result you will get.

If you don’t describe the task in writing and say everything in words and the subordinate does not always remember what you mean, this, of course, seems to have a negative impact on the employee’s motivation. Thus, if you vaguely set the task (plan), then you will demotivate the employee (motivation). The same negative effect can be achieved if you set obviously impossible deadlines. All this is typical of bad managers.

Another subtlety that needs to be remembered is not only the needs of the company, but also what exactly this particular employee wants. Different people have different motivations. For some, only money is of primary importance and he will be well motivated by a possible bonus. For others, recognition is important. For the third - something else. Maslow's pyramid of motivation illustrates this idea well. But the priorities in the pyramid of needs for each individual person can be seriously different.

Get as detailed as possible what you want to get from the employee, where the boundaries of his authority will lie, agree on a schedule of checkpoints when you will check what stage of the work. On the one hand, this will allow the employee to stay on course and allow you to make timely adjustments to his work. On the other hand, by doing this you will implement another important function of management - control.

One more tip. Agree work of a subordinate with other departments and colleagues. In many ways, problems arise due to inconsistency and lack of coordination. Also, the employee must be given all the necessary powers and provided with a sufficient amount of all the necessary resources. People, money, equipment.

When carrying out work, the framework within which the initiative will be appropriate can be agreed upon in advance. The first level is when a person must complete the work and wait for further valuable instructions. That is, the initiative is not welcome. And the fifth highest level of initiative and freedom of choice on how to carry out a project is carte blanche, when the subordinate is not limited in anything. The maximum level of freedom when implementing a project is suitable for creative people and accomplished professionals, since they, as a rule, do not like too strict boundaries and tend to do work thinking with their heads.

When setting tasks, it is worth getting processing feedback from the performer. What does he think about this task, in what time frame will he be ready to bring this project to life and what options for solving the problem he sees and what unforeseen difficulties may be. If you begin to impose on an employee your own vision of how to complete this or that task, you may not hear more interesting ideas and, and the employee may become depressed because a solution to the problem that, in his opinion, is not optimal, is being imposed on him. It is worth looking for partnerships with subordinates. The “as I said, so it will be” scheme can lead to the manager being thrown in the face with a letter of resignation of his own free will. You should never forget about the human factor.

It is advisable that when delegating authority, the employee is sufficiently independent in implementing the project and only occasionally agrees on something with you. If your subordinates turn to you on every minor issue, then the meaning of delegation is lost. The basic idea of ​​delegation is that an employee takes on a task and solves it. At the same time, the manager must have time to solve other problems and coordinate other projects. The local specialists to whom you delegate something must have the knowledge and competence to solve the assigned task many times faster and more efficiently than the manager due to the division of labor and the fact that they face similar tasks every day.

I once had a manager who, instead of evaluating the results of my work and clearly setting goals, constantly looked at the source code of my program (I worked as a programmer). Then he made such changes to it that I often stopped understanding how the program worked. As a result, this slowed down my work, slowed down the work of my immediate supervisor, and as a result, our work together was extremely ineffective.

Having given an employee a task, he needs to be given reasonable support. For example, from the line manager. This is especially true for complex projects. At the very least it should be moral support.

When setting goals, it can be useful to diversify the tasks assigned. As a rule, employees do not particularly like it when they are given only menial, non-creative work. For example, asking for a report and not even explaining why it is needed. If a subordinate does not understand the meaning of the work being performed, he is unlikely to do it with sufficient quality and enthusiasm.

If you explain to the employee the importance of the work being performed and explain what depends on this work, it will increase the motivation of the staff and it is unlikely that he will try to avoid this work. If an employee does not want to do this work, it is worth understanding the reason and perhaps selecting another performer for this work. You should cultivate professionalism and independence in your employees. But at the same time, powers should be transferred in stages.

Main mistakes when transferring authority

If you cannot clearly, clearly and concisely explain what you want to achieve from your subordinate, then 100% of the possible failure of the project will lie on your conscience.

When you set a task, you also need to hear feedback. Did the performer understand what was expected of him and how he understood it.

Another aspect is that when delegating authority, you need to take into account the individual characteristics of the person to whom you are giving the assignment. How efficient he is, how emotionally stable he is, and also how busy he is with work. An overworked employee may simply freak out or burn out if he is loaded even more.

As Stephen Covey writes, you need to treat your subordinates with care and respect. Then they, in turn, will project this onto the corporate culture and onto end clients. And in case of failures or mistakes, it should follow, and not an emotionally unrestrained flow of emotions.

When delegating authority, you should be aware that not everything can be delegated and some things should not be delegated.

What powers should not be delegated?

The development of a strategy should not be delegated. For example, you can completely remove yourself from the operational management of the company if you are the owner. But if you stop setting the direction for the development of a project or business, then it’s not entirely obvious how it might end.

In small and medium-sized businesses, it is worthwhile to independently participate in hiring staff, and not outsource all this work to HR specialists.

Extremely urgent, high-priority, or high-risk tasks should be completed yourself. Otherwise, can you consider yourself a top manager or an entrepreneur?

This list of tasks can be expanded or narrowed. But most management experts agree that these are the tasks that should not be delegated.

The bottom line is that effective delegation requires that you think before you delegate. Delegation is to work on the most important tasks and transfer part of your work to subordinates.