The process of transfer of authority is called. Rules for transferring powers to subordinates

It is important for organizational leaders to organize the work of employees in such a way that it brings the greatest return and fully reveals their potential. To do this, you need to know how to practically implement delegation of authority, used to improve the performance of the company without harming the current state of affairs.

Definition

Delegation manifests itself as an equal division of rights and obligations between the subjects of the system. Its principles were formulated at the beginning of the twentieth century by P. M. Kerzhentsev.

Delegation is the granting of authority to perform tasks to an accountable person while at the same time entrusting him with responsibility for the result obtained. Delegation allows for the proper distribution of tasks among employees and is used in achieving the ultimate goals of the organization.

Responsibility is the employee's obligation to do the assigned work efficiently and to bring it to a satisfactory completion. Employees are responsible in the area of ​​their activities to their superiors.

Powers (authorities) act as limited rights to use resources attracted to perform certain tasks. Each position in an organization comes with specific powers. A change of post also leads to a change in the employee’s powers.

Application

Delegation is the transfer of certain powers and responsibilities to company employees and equal distribution various functions between them. An act is performed that determines executive, delegating tasks as a leader who is able to quickly resolve all current issues and skillfully use employees who cope best with each specific type tasks.

Goals

Delegation of authority is used to achieve certain goals by the organization, such as:

• connection " human factor» - increasing the activity and interest of lower-level employees;
• increase in efficiency (coefficient useful action) employees due to improvement of their qualifications and acquisition of new skills;
• unloading of senior management with freeing up time for solving strategic, operational and management issues.

Delegating tasks

Suitable for delegation the following types tasks:

• routine;
• unimportant issues;
• preparatory work;
• specialized work.

But not all tasks can be delegated to ordinary employees. The duty of every manager is to resolve those tasks that can affect the future activities of the organization.

These include issues of a confidential nature, non-standard strategic problems, and unexpected situations that require prompt resolution.

Thus, the following are not delegated:

• defining goals;
• management of subordinates;
• risky tasks;
• unusual work;
• making strategic and management decisions;
• performing confidential tasks;
• development of organizational policy.

Requirements for subjects of delegation

In the process of transferring instructions, both bosses and employees may encounter a number of difficulties. Effective management of delegation of authority is possible only by analyzing all existing and potential obstacles affecting the administration and control of current activities.

Problems that sometimes arise with the director or head of a department and interfere with delegation:

• fear of losing an existing position and accompanying power;
• doubt about the preparedness of other employees, low assessment of their performance;
• inflated self-esteem, excessive ambition;
• lack of self-confidence, fear that his actions will be misunderstood.

Problems that are sometimes identified among employees when performing assigned tasks:

• doubt about the correctness of the solutions used;
• lack of experience;
• fundamental disagreements with the boss;
• reluctance to manage other performers, especially in terms of imposing penalties.

When difficulties arise, a competent manager must first deal with personal obstacles that impede the effective regulation of work, and then carefully study the problems of the subordinate. Analysis of the situation will indicate possible mistakes management and will allow you to make informed and informed decisions, for example, in terms of replacing the performer or removing unnecessary burden from him, or in terms of working through difficulties of a psychological nature, both yours and the performer’s.

Delegation Process

Each manager should strive to ensure that when organizing the work process, plan evenly job responsibilities throughout the entire team, while using power and not relinquishing responsibility for the process of completing tasks.

Delegation in an organization is divided into several stages:

Stage I - transfer of instructions to the executor;

Stage II - providing the contractor with powers and resources;

Stage III - formulation of the employee’s obligations indicating the required result of implementation.

When monitoring the activities of subordinates, the golden mean is important. Excessive care can lead to stagnation in work and lack of initiative of the employee. If you do not control the process, the result will be critically far from the desired due to the uncoordinated flow of work. It is necessary to establish feedback in advance and achieve respect and high authority among employees.

Often, administrators sin by shifting unwanted and uninteresting work onto their subordinates, especially if they themselves are only superficially familiar with the topic. But this is not always correct, since the boss is still responsible for the progress of the work. If the manager himself has no idea what results should be expected at the output, how can he control the activities of his subordinate? The answer is obvious.

Experienced management prefers to assign employees tasks that are slightly more complex than what they previously performed. Such tasks help to fully reveal the potential of subordinates. However, in this case, it is better to draw up orders on paper to increase the employee’s motivation.

When distributing authority in an organizational system, it is extremely important to consider the following aspects:

• powers must fully comply with the set plan for completing the task, it is the goal that determines the scope of powers, and not vice versa;
• the powers of all employees must be correctly linked into a single complex without the emergence of contradictions and ensure the balance of the entire structure;
• All authority must have a clear and specific meaning so that employees can always understand what is required of them and what resources are made available to them.

Proper management of authority increases the efficiency of the entire organization. Employees acquire a clear understanding of the work assigned to them and the goals set for them, and thanks to this they achieve the best results.

Advantages

In general, the delegation process is characterized by the presence of two positive aspects:

1. The manager's time is freed up to solve problems that require personal participation. There is an opportunity to concentrate on planning the company’s growth prospects and administration strategy.
2. Delegation is one of the the best ways motivating creatively developed and active employees who want to develop and learn. Can be used for training before obtaining a higher position. Helps employees develop new knowledge, skills and abilities used for more successful activities.

Principles of delegation

For a structured approach to delegation, it is advisable to adhere to the principles below. Otherwise, failure to comply may lead to difficulties in management and, accordingly, to unsatisfactory operation of the system as a whole.

Principle of functional definition

It is based on a complete and clear understanding by each manager of the structural integrity of the organization: what rights and responsibilities are vested in each subject of the system, what information and service connections are held between them, the direction and results of them work activity. In other words, an experienced administrator always knows what to expect and from whom exactly.

Scalar principle

Based on a clear separation job responsibilities. Each performer must know to whom he should directly report for the results of his work, and whose activities he must independently regulate. This principle indicates the chain of service relationships between subordinates and managers throughout organizational system. The more expressive this line is, the more effective management and communication between employees is. Any subordinate needs an accurate understanding of who delegates authority to him and to whom to delegate issues that are not within the scope of his competence.

Principle of level of authority

Combines the two above principles. Each employee must clearly understand the scope of authority delegated to him and on our own solve problems appropriate to his level of authority, rather than referring these issues to higher management.

Otherwise, a stalemate may arise when managers are forced to again deal with issues that have already been delegated to subordinates. When using this rule, there should be not only a transfer of authority, but also a delegation of responsibility.

Expected results principle

Shows that all activities of the organization require careful planning. All tasks must have clearly defined goals and specific expected outcomes. Otherwise, the manager simply will not be able to competently distribute tasks among employees, without having a full idea of ​​whether subordinates have enough authority for the work delegated to them.

Principle of unity of command

It is based on the close relationship between the performer and the manager. The higher the level of cooperation, the stronger feeling personal responsibility of the subordinate and less likelihood of receiving conflicting orders. It is important that a task is delegated to an employee by only one boss in order to avoid confusion and a situation where “ left hand does not know what the right is doing.”

The principle of unconditional responsibility

Although when delegating an assignment to a subordinate, authority and responsibility for the results of the work done are simultaneously transferred, this is not a reason to relieve the manager of the obligations imposed on him. It is the boss who decides to delegate the task, so he is still responsible for labor activity subordinates and task completion. Performers are responsible for the work done, and managers are responsible for the actions of their subordinates. This principle is of particular importance when delegation of government powers and others with a high level of power is carried out.

The principle of correlating powers and responsibilities

Indicates that the delegated powers must correspond to the obligations assigned to the subordinate. If the scope of authority is less than the responsibility, then the performer will not be able to fully perform the work delegated to him, but if it is higher, then a situation may arise that the imposed powers are useless or abuse of official position.

Every administrator must competently organize the delegation of authority and responsibility. The principles discussed above will help him with this.

Types of powers

In the organization's system, various types of powers can be allocated in accordance with current goals and requirements. They are determined by the activities of departments and their overall functionality.

Linear

These powers are directly transferred from the manager to the executor and further according to the scheme. A boss with linear authority is able to make decisions within the boundaries of his competence without prior agreement with other bosses. The sequential arrangement of these powers forms a hierarchy of levels of administration.

At the same time, delegation of authority and responsibility occurs only if the principle of unity of command and, at the same time, the norm of controllability are taken into account. As for the principle of unity of command, it was discussed above.

This principle shows that each employee is dominated by only one manager, and the employee reports only to his immediate superior. And the standard of control is the number of employees reporting to a specific manager.

However, with a significant increase in the number of circuits in the control circuit, a strong slowdown is observed operational exchange information. Because of this, there is a need for an introduction to organizational structure other powers.

Staff

To determine what categories of staff powers exist, you must first analyze the types of staff apparatus, of which the following are distinguished:

1. The advisory apparatus is used to solve specialized problems. Can work either temporarily or permanently.
2. Service - used to perform specified services (an example is the human resources department).
3. Personal - a subcategory of a service device. Formed when the boss hires an assistant or secretary. All members here have high formal power.

Accordingly, powers are divided that can be transferred to any of the apparatuses:

1. Recommendatory - used by the advisory staff, whose rights are limited to professional recommendations.
2. Mandatory approvals are expanded to include managers reviewing their decisions together with the staff.
3. Parallel - used in cases where the apparatus can override management decisions, used to prevent gross violations. For example, the use of parallel authorities is justified when making purchases on large sums when two signatures are required.
4. Functional - they are at the highest level, they can both allow certain actions and cancel them. Their use has become widespread, especially in areas such as employment control and accounting methods.

The use of additional devices helps to significantly simplify the management structure in companies with a large number of employees. Thanks to the close and properly structured interaction of all entities of the company, the performance of the organization as a whole increases. For effective leadership, it is necessary to take into account other aspects: principles of delegation of authority, requirements, features, types, etc.

Using delegation is important for any leader. It helps to competently organize the work process, clearly dividing the rights and responsibilities of all employees. It is much easier for performers to work when they know what is required of them and what results they must achieve. In addition, delegation is an important factor that is used to increase the efficiency of each employee and free up additional time for the manager to solve strategically important tasks, which, accordingly, leads to an increase in the output and productivity of the entire system.

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 work on 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 consider basic principles delegation:

1. Unity of command. Tasks can only be delegated immediate supervisor employee. 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, it is important proper organization vertical management. 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 it applies vertical system authorities. 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 decisions are made by senior 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.

In management theory, delegation means transferring tasks and authority to a person who takes responsibility for their implementation.

The purposes of delegation are:

• ? unloading managers, freeing them from routine tasks, creating conditions for them to make strategic decisions;
• ? activating the “human factor”, increasing the involvement and interest of employees;
• ? increasing the capacity of lower management levels. Delegation is a means to achieve organizational goals. If the task is not

delegated to the performer, the manager will be forced to carry it out himself, which in many cases is simply impossible. The one who manages correctly is the one who gets the job done by others. It is the ability to delegate tasks that turns a person into a leader. The delegation of authority process is shown in Fig. 6.3.

Rice. 6.3.

Delegation is based on authority and responsibility.

Responsibility is the employee's obligation to perform the tasks delegated to him and to be responsible for their satisfactory solution.

The employee assigned responsibility is not required to perform the work personally, but will always be responsible for its results.

Thus, responsibility cannot be delegated. For example, if the sales department has not fulfilled the plan, the head of the sales department should answer to the commercial director, not the sales agents.

The head of a large organization rarely communicates with subordinates at lower levels, who actually perform most of the specific tasks. Nevertheless, he is responsible for the affairs of the company and his subordinates and must always remember the famous phrase former president USA Harry S. Truman: “There is no one else to blame.”

Authority is the formalized right to use an organization's resources to perform delegated tasks.

Authority should not be confused with power. They define what a person holding a certain position has the right to do. Power determines what it can actually do. At the same time, it is possible to have power without having authority.

There are two types of powers: linear and staff.

Line authority- These are powers transferred directly from a superior to a subordinate and then to another subordinate. Thus, line authority creates a hierarchy of control in the organization, called the chain of command (Figure 6.4).

Staff powers- this is the right to advise or assist managers vested with line authority. In turn, they are divided into four groups (Fig. 6.5).

Mandatory approvals provide expansion of recommendatory powers. Within the framework of such a management organization, line management is obliged to coordinate a certain range of decisions with the headquarters apparatus.

Rice. 6.5.

Concurrent powers represent a further expansion of staff powers and give the right to reject individual decisions of line management.

Functional authority mean granting the headquarters apparatus the rights not only to propose, but also to carry out certain control actions within the limits of its function.

To implement staff functions and powers, organizations form a special staff (administrative) apparatus.

The following main types of such apparatus are distinguished:

• ? advisory;
• ? serving;
• ? private.

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

Service device performs service functions:

• ? conducts marketing research;
• ? prepares plans for financing, logistics, etc.

Personal device- This is a type of service apparatus, formed from secretaries and assistant managers. Often in organizations, employees of the personal apparatus, without formal authority, have great power.

It is important to realize that in large organizations the administrative staff may consist of many people. In such situations, the apparatus is a unit with several levels of management. Thus, the staff apparatus itself has a linear organization and the usual chain of command within itself. Naturally, managers in the apparatus hierarchy have linear powers in relation to their subordinates, regardless of the nature of the apparatus’s powers in relation to the organization as a whole.

The determination of the number of positions with line and staff authority should take into account how fundamental and direct the contribution of this type of activity will be to the achievement of overall goals. If an activity does not directly contribute to the organization's mission, it should be eliminated.

Naturally, the determination of which powers should be classified as line and which as staff is determined by the mission, goals and strategy of the organization. In the words of management scholar Alfred Chandler, “Structure follows strategy.” Differences in goals lead to fundamental differences in structure. For example, in most organizations, legal services are, of course, a hardware activity. However, in law firm lawyers form the basis of the organization and, naturally, are vested with linear authority.

Delegation of authority determines the degree of centralization and decentralization of the organization. Centralization means the concentration of management tasks, and decentralization- division of tasks according to certain criteria.

Centralization is characterized by a lack of transfer of authority and known limitations on competence, which leads to a decrease in efficiency in decision-making. Excessive centralization impairs the development of initiative among lower-level managers.

Factors determining the degree of decentralization of management are:

• ? receptivity to new ideas;
• ? willingness to delegate the resolution of minor issues to lower management levels;
• ? willingness to trust lower management levels;
• ? the desire to exercise only general control (and not hourly, daily).

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

• ? costs associated with decision making. The higher the cost of making decisions, the higher the level they should be considered;
• ? size of the organization. The larger the company, the more difficult it is to coordinate activities within it. This is where the advantage of horizontal connections arises. In large firms, maximum decentralization of powers and division of the organization into a number of large blocks is necessary, the leadership of which should be as close as possible to the level at which decisions are made;
• ? features historical development and traditions;
• ? the character and worldview of senior leaders;
• ? availability of necessary personnel;
• ? the nature of the activity, which in itself limits the possibilities of centralizing powers;
• ? business dynamics - the higher it is, the higher the decentralization should be;
• ? external forces in the form government regulation, features of taxation, actions of trade unions.

Centralization of management creates the following advantages:

• ? ensures the concentration of resources on key areas of the organization’s activities;
• ? eliminates unnecessary duplication management functions, which leads to saving the organization’s resources;
• ? concentrates the decision-making process at those levels where they know the general situation better, have a greater outlook, knowledge, and experience.

However, centralization of management also has its downside:

• ? a lot of time is spent on transmitting information, and Substantial part it is lost or distorted;
• ? the most important decisions are made by people who are disconnected from life and have a poor understanding of the specific situation;
• ? performers who are familiar with the situation are excluded from developing and making decisions; decisions are forced upon them. As a result, decisions are not always of high quality and are not effectively implemented in practice.

Decentralization of the management process allows:

• ? quickly develop and make decisions, including with the participation of direct performers;
• ? more accurately reflect the objective situation in these decisions;
• ? give up detailed instructions from the center, thereby reducing its overload with secondary problems and reducing information flows.

At the same time, decentralization of management is accompanied by a number of negative consequences, which must be taken into account in practical activities. Since decisions are made at lower levels of management, the interests of other departments and the organization as a whole are poorly taken into account or completely ignored. As a result, decisions are often tactical in nature, small and ineffective. With absence general rules and procedures for developing and making decisions, their “settlement” takes a lot of time and is not always successful. Finally, decentralization can lead to separatism, causing great harm to the organization.

The extreme form of decentralization of management is its complete absence. For example, in conglomerate-type organizations there are no mandatory internal connections: informational, technological, organizational. Even the financial connections through which the centralized fund is formed and distributed Money, are replaced by financial control.

When choosing a scheme for delegation of authority in an organization, the acceptable compromise between centralization and decentralization is determined after assessing the following factors:

• ? the amount of costs (expressed both in money and in other resources);
• ? degree of unification of procedures operational management in departments;
• ? size of the organization (where powers are dispersed, decisions are made more quickly);
• ? management philosophy (managers may prefer authoritarian or democratic style management);
• ? the presence of an executor suitable for the delegated powers (in the absence of managers of the required level, it is better to leave the powers in senior levels management);
• ? control procedures used (the greater the possibility of control, the more authority can be given);
• ? the nature of the activity (if the organization's operations cover large geographical areas, then a greater degree of decentralization is required);
• ? exposure to the influence of the external environment.

Correct delegation of authority should be based on the principles that have been developed by the theory and practice of management.

1. By delegating authority, ensure that expected results can be achieved.

Since the meaning of authority is to provide the manager with a certain tool to achieve the goals of the organization, the authority delegated to the executor must be provided with the necessary resources to obtain the expected results. Too often, a manager knows what needs to be done, but does not consider whether the subordinate has what it takes to do it.

Delegation in accordance with expected results assumes that goals are established, plans are developed, communicated to subordinates and understood by them, and that conditions have been created that will facilitate the accomplishment of assigned tasks.

2. Delegate authority, taking into account the functional purpose of the relevant department.

The line manager of each division must have the authority necessary to coordinate the actions of this division with the enterprise as a whole. Therefore, the more clearly the results expected from a manager or structural unit are defined, the more clearly and fully the directions of their activities and delegated powers are defined, the more clearly the relationships with other managers and units are understood, the greater the contribution these management and structural units are able to make to the realization of the enterprise’s goals. Failure to comply with this principle can cause confusion and confusion about what exactly and from whom exactly should be expected.

3. When delegating authority, stick to the scalar chain.

This principle was first formulated by A. Fayol: “... a chain of managers from the top manager to the lowest.” The line of authority is the path along which all communications pass (through each link in the chain) from the top manager to the lower ones and vice versa. This is determined both by the need to maintain communication and by the principle of unity of command. Clear understanding of the scalar principle - necessary condition for the normal functioning of the organization. Subordinates must know, firstly, who is delegating authority to them, and secondly, to whose discretion they should delegate the solution of problems beyond the scope of their authority. Rejection of the scalar chain in decision making leads to disruption of the decision-making framework and undermining of management.

4. Don't violate "Authority Level Rules"».

Each level of management has the authority to make certain decisions. The “Level of Authority Rule” requires that decisions within the authority of individual employees be made by them, rather than redirected to higher levels of management. In other words, at each level, managers must make all those decisions for which they have the authority, and transfer only those issues that are beyond their competence to management for consideration. If the decision-making power is properly delegated, then the manager should not make the decision himself. Subordinates usually quickly learn which leaders are willing to make decisions for them.

5. Never violate the principle of unity of command.

The principle of unity of command is one of the main ones in management. When delegating powers, it is necessary to take into account that the right of direct management should belong to only one manager. The principle of unity of command is very useful for clarifying the system of relationships between authority and responsibility. If the president of the company appoints an executive committee instead of one manager to manage the sales division, then there will no longer be unity of command. Making each salesperson report to several committee members rather than just one manager is likely to create confusion and disrupt performance.

6. Adhere to the rule of unconditional responsibility.

No manager can, through delegation, free himself from responsibility for the activities of his subordinates, since it is he who delegates powers and distributes responsibilities. Subordinates, having accepted the assignment and received the necessary powers to carry it out, bear full responsibility to their managers for their activities; managers, in turn, bear full responsibility for the activities of their subordinates.

7. Remember the relationship between authority and responsibility.

Since authority is the right to perform the assigned work, and responsibility is the obligation to carry it out, it logically follows that authority must correspond to responsibility. Thus, responsibility for certain actions cannot exceed that assumed by the volume of delegated powers, but should not be less than it.

Delegation is closely related to motivation, influence and leadership. A leader must be able to force subordinates to perform tasks effectively.

To make delegation more effective, managers can:

• ? create a control system to protect yourself when delegating large powers to subordinates;
• ? improve skills in leadership and influencing subordinates;
• ? provide more trust, thereby eliminating the uncertainty of subordinates;
• ? improve communications in the organization. Communicating their responsibilities, tasks, and limits of authority to subordinates in a timely, accurate, and understandable manner is essential to effective delegation.

By accepting delegated powers, a person expects (and quite reasonably) appropriate remuneration. But, unfortunately, in many organizations, a clearly expressed desire to expand the responsibility of subordinates is not supported by an incentive system. Naturally, employees are less motivated to work if they believe that they are giving more to the organization than they are receiving from it, and may block reasonable attempts to distribute power.

It is believed that a bad manager is forced to work himself, while a good manager forces others to work. Delegation of authority is a very common practice. Nowadays, not a single company can do without this management function, be it a small individual entrepreneur or a huge corporation.

What is delegation of authority?

Delegation of responsibility is complex process, in which part of the manager’s functions is transferred to employees, which helps to achieve the 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 divisions 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 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 sufficient quantity rights to perform 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 important element company 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.

• What goals do managers pursue when they delegate authority?
• How to gradually and painlessly introduce the principles of delegation into a company.
• What are the rules for successful delegation?
• How to delegate authority and what to pay attention to.

The ability to successfully delegate authority allows you to free yourself from routine work and use time to solve problems. strategic objectives business. For the delegation process to be effective, you need to understand the basic principles.

Purposes of Delegation of Authority

One of the main goals is to free up time head. The higher a person is in the management structure of an enterprise, the more important his functions are for the company. The mistake of Russian managers is that they try to control everything themselves and solve as many problems as possible.

This is acceptable in small company or IP. When a company grows, the volume of small routine tasks also increases. A manager's time is always limited. Therefore, if you do not delegate your powers, then there will be no strength left to solve strategic and important administrative tasks of the business.

Since most companies have a hierarchical management structure, delegation of authority seems to be a logical and natural management technique.

Delegation does not mean simply giving a person a detailed task, it is an assignment. When a person carries out an order, he does not take the initiative into his own hands, does not have precisely defined powers, and therefore will avoid responsibility.

To delegate is to give a person freedom, to give him some of his powers, power. Freedom lies in the fact that a person himself chooses the way to complete a task and achieve the desired results. In this case, the person bears the responsibility corresponding to the authority received.

If an employee fails a task, then the manager understands what the person is capable of and how his work can be used effectively. If the task is completed successfully, the trusted person gains your trust and motivation do your job better. It is necessary to transfer powers in such a way that the employee is not an independent subject who understands what power he has and what is required of him. As a result, you will free up time to resolve strategic issues and be able to pay more attention to business development.

Rules for delegation of authority

If you have never shared authority before, then it is unlikely that employees will immediately successfully cope with the assigned tasks. To make the process of implementing delegation painless, you need to implement your plans gradually. The author of the book “Management 3.0”, Jurgen Apello from the Netherlands, wrote about this. He identifies 7 levels that a leader must go through in order for his delegation to be successful.

If you gradually move from level to level, you will end up saving a lot of time. Your team will have people you can rely on: responsible and proactive. The company will create a system of delegation of authority, according to which the transfer of tasks will occur at all levels of enterprise management.

What are the principles of delegation of authority?

In order for delegation to contribute to company growth and staff development, it is important to apply the principles of delegation.

Correspondence

The principle of correspondence. Often, with the transfer of authority, the manager incorrectly distributes responsibility. Because of this, distortion occurs. A correct understanding of one’s powers and degree of responsibility will allow a person to perform a task more consciously; there should be direct proportionality between them. More powers– more responsibility and vice versa.

Range of duties

Before delegating your powers, you need to clearly define the list of things to do and tasks that can generally be delegated. In this case, everything is individual. In large companies, even important administrative tasks can be delegated. In a small business, this is mainly turnover and small commercial assignments. You need to decide which tasks are not interesting to you, as a manager, and take too much time.

Similarities

For each type of task, you must select the appropriate performers. The principle of similarity is that proactive and creative employees you need to delegate some tasks, and others to the diligent and diligent. Also here you need to take into account the employee’s personal interest in completing this task, as well as his workload. For example, give large tasks to those who are less busy.

Specificity

All tasks must be formulated specifically. The ideal option is to record in as much detail as possible all the parameters of the task: deadlines, degree of authority, responsibility, achievement criteria, etc. It is important that the manager and his authorized person have the same understanding of the task. If the task is complex, then you also need to agree on taking shortcuts for discussion and adjusting the task.

Confidence

If a subordinate feels that he is trusted, then he is more likely to successfully complete the task. Give people the freedom to decide for themselves important aspects project. There is no need to patronize him and overly control him - this will harm your reputation and relationships with your subordinates. If you are given a task, then you need to help the person cope with it, and certainly not cancel the assignment.

Correctness

In all cases, tact must be observed, because psychologically comfortable conditions allow a person to reach their potential. Below we have made a selection of phrases on how to speak correctly and incorrectly with the person to whom you want to delegate authority:

Understanding and implementing these principles will give you a great advantage over your competitors.

2 stories of top managers from different areas activities in which they explained what they see as the advantages of delegation, what principles they are guided by and how they control the process of transfer of authority.

Voloshin Dmitry

Director of Research and Education Department Mail.Ru Gr

For many managers, delegating means, first of all, freeing up their time. I, as Director of the Department of Research and Education, look at this as an opportunity for employee development, because correctly assigned responsibilities are a fundamental factor for a person’s professional growth, especially at initial stage his career.

In my experience, I highlight the difficulties that arise in the process of delegation of authority.

First of all, this is the choice of task. A wise manager is not afraid of competition and is interested in staff improving their skills and professionalism, so I set tasks that are more difficult than those that the employee has already performed and with which he has successfully coped in the past. However, here you should pay attention to this: sometimes you need to give instructions that are much more complicated. To do this, hold meetings more often and control the process a little more.

My control methods are different and they depend on the nature of the task. It is better to check long-term projects once a month or quarter, but some short-term projects need to be monitored constantly: even several times a day. The state of task readiness is best monitored during meetings, leaving the initiative entirely to the person to whom authority has been delegated.

The candidate to whom the powers are delegated is also important to me. When choosing a manager's confidant, the main factor is the degree of trust. The boss and the subordinate must be honest with each other. To avoid a one-sided game, all indicators must be specifically defined. It is important for a manager to establish evaluation criteria that are objective and do not change depending on circumstances and characters. In this case, the relationship between the boss and the subordinate will be strengthened. Accordingly, the company will benefit from such delegation.

Leonid Goldort

General Director of the company "SDEK"

When I started the business, I worked 24/7: answered calls, maintained databases of clients and carriers. The phone was ringing off the hook and there was practically no time left. Now our company is one of the largest cargo carriers in Russia. Should I delegate authority? My answer is definitely yes.

While I was learning to trust people, and delegation is precisely trust, I got into a lot of trouble. There was an accountant who opened my safe and robbed the company, and a courier who ran away with the customer’s money, and leaked client databases. But despite this, I believe trust in people is the basis of the ability to delegate authority. But it should not be blind; to optimize this process, we have introduced reporting systems and KPIs. Thus, I found a team of like-minded people whom I completely trust, and they share the goals and mission of the company.

People are the company's main resource. Do not choose the employee to whom you are going to delegate authority based on their track record. Look at the person's personal competencies. I had a case when the commercial director was instructed to carry out difficult task on the implementation of automation of one process. So she just said that it was impossible and nothing would work out. The team was demotivated and the task was at a standstill. After this, the case was entrusted to a young ambitious girl who had a very modest track record. She successfully completed the project in 3 months.

The most important thing in delegation is a person’s personal orientation. He must be focused on achieving success and have a desire to benefit the company.

Conclusion

Delegation of authority is a skill that distinguishes a wise leader. To develop this ability, you need to clearly understand why authority is being delegated. Success will ensure A complex approach, which combines freeing up time for truly important tasks, increasing trust in the team, creating conditions for growth and employee development.

If you did everything yourself, and now suddenly entrust your tasks to employees, then the result may not be what you imagined. The principles of delegation should be introduced gradually. This way, employees will understand their role in the team, get used to being responsible, and become more proactive. Those who do not want to learn and act on their own will leave.

Delegation of authority will only be successful when it is based on correct principles. You should know the list of responsibilities and tasks that can generally be delegated. Then, based on observations, understand which employees are best assigned which tasks. Goals and objectives must be specifically formulated. The nature and complexity of tasks should be selected depending on the qualities of the performer.