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SUPER-ORDINATEVALUES

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* . . .**Decentralization is a fundamental aspect of delegation; to the extent that authority is not delegated, it is centralized. If managers should delegate all their authority, their status as managers would cease, their position would be cease, their position would be eliminated, and there would be no organization. Centralization and decentralization are tendencies.The degree of decentralization is greater: The greater the number of decisions made lower down the management hierarchy.The more important the decisions made lower down the management hierarchy. The more functions affected by decisions made at lower levels. The less checking required on a decision. Decentralization is greater when no check at all must be made; less when superiors have to be informed of the decision after it has been made. The fewer people to be consulted, and the lower they are on the managerial hierarchy, the greater the degree of decentralization. Decentralization requires careful selection of what decisions to push down into the organization structure and what to hold at or near the top, specific policymaking to guide the decision making, selection and training of people, and adequate control. Without decentralization, managers could not use their discretion to meet the ever-changing situations they face.

*Authority: power to discharge responsibility and maintain accountability.Responsibility: the obligation to perform the duties of ones position and meet objectives within standards.Accountability: the obligation to answer for how well one has discharged responsibility and managed the authority delegated.

One can delegate authority but not responsibility or accountability. Though he can hold people responsible and accountable within their areas, the supervisor is still ultimately responsible for their performance. Any boss who shifts personal responsibility or accountability onto others is guilty of abdication.

Employees are not mere hired hands or order takers. They must be delegated enough authority to exercise judgment and make decisions about their work. If supervisors dont delegate, theyll stay fully involved in their employees work or will end up doing it themselves. They must share authority through delegation. This is the most powerful tool in the supervisors toolbox.

Bosses who delegate measure their success by the results their employees produce. By empowering them theyre treating people as adults. Theyre confident theyll act responsibility without constant checking. Delegation raises peoples stature from hired hands to valued team members. *Authority is delegated when a superior vests decision-making power in a subordinate by a superior.The entire process of delegation involves:1.The determination of results expected from persons in a position.2.The assignment of tasks to persons in a position.3.The delegation of authority for accomplishing these tasks.4.The holding of people responsible for their accomplishment of these tasks.

Holding subordinates responsible to their superiors for using delegated authority to accomplish expected results must be regarded as a part of the process of delegation.Furthermore, since responsibility is an obligation subordinates owe to their superiors, it cannot be delegated by subordinates to anyone else. Their obligation runs to their superiors and to no one else.

*Delegate everything you need not do personally. To do this, learn everyones responsibilities, especially your ownTypes of tasks to delegate:Enrichment tasks.Routine decisions.Details.Duties of your old job.Jobs that don't require perfection.One-time tasks.Jobs that others do better.Tasks to change behaviorJobs to improve performance.Problems.Enrichment enables people to do a good job because the job has been made good. This doesn't mean simply giving them more work to do. It means making their work more meaningful by giving them more responsibility, authority, and control over it. One way to enrich the job is to combine separate tasks into whole projects. People will commit to success if given ownership of the project.*Supervisory DutiesDont delegate key supervisory duties.Examples:Hiring.Discipline.Awards.Counseling.If you do this you're abusing authority and evading responsibility. You could also cause grievances.Dont pass the buck or dump your responsibilities on subordinates in the name of delegation. Remember, whether you delegate or not, you're still responsible.Personal MattersDon't delegate personal matters an employee brings to you in confidence. If he has family or financial problems, offer what help you can. Preferably, you should refer him to appropriate counsellors.EmergenciesWhen a crisis erupts, you won't have time to leisurely delegate tasks. Most likely, you'll shift into an authoritarian mode to get the job done. People usually understand and cooperate.Sensitive issuesDon't delegate a task that's sensitive, confidential, or embarrassing to the organization.

*Select the task:Fit the task to the person.Make it challenging but doable.Try to delegate the whole task to provide enrichment and avoid confusion.Select the person:Fit the person to the task.Ensure he can handle it.Explain why you selected him.If it's a developmental task, tell him so.Clarify the task:Define the requirement.Check for understanding.Ask for input.Confirm acceptance of the task.Gain commitment-most important point!Note: Checking for understanding helps to fix accountability. It eliminates the excuse,"I couldn't do it because 1 didn't understand what you wanted."

*Bosses who misuse their authority by supervising too much or too little:Hovering, meddling, or providing unsolicited help.No accountability people become loose cannons. Overloading and exhausting people they cant get everything done.People have little or nothing to do.Poor performance condoned or even penalized.Outstanding performance unrecognized or even penalized.

*Bosses who hoard authority Do everything themselves.Stay fully immersed in their subordinates work.Dont let anyone do it if they can do it better.Forbid people to act until they receive detailed instructions.Permit no deviation from orders.Supervising this way reduces people to mere order-takers.

*Bosses who abdicate are misusing authority in the worst way: 0 :

Assign tasks but furnish no guidance or resources.Delegate then disappear.Dump responsibilities onto others orLet people do whatever they want.Take the credit and pass the blame.Lose control and then panic in trying to regain it.*OptionsYou can do it yourself, spend time making sure others do it and delegate authority to those who can do it.Better decisionsInvolvement: Involve people in plans and decisions, especially those affecting them. This increases quality of input to these efforts.Ownership: If you make all the plans, you cant be sure others will support you. Youll be depending on others to make your plan work, so its better to make it our plan rather than mine.Proximity: Those close to the action have a clearer grasp of facts, so youre likely to make better decisions by consulting them.LeverageSharing authority enhances efficiency, increases productivity and widens your range of authority when youre not there work still goes on.GrowthWhen empowered, people get a chance to face problems, exercise judgment, gain competence, profit from mistakes, satisfy needs and grow in commitment.Time savedLess need for detailed instructions or close supervision, more time to interact with peers, meet the bosss demands and able to take on larger, more responsible tasks. If nothing else, youll simply gain time to keep your wits. *1. You cant trust employees to be responsible.If this were true, no one would trust you, youre an employee too.its easier to trust people when you have coached them to a high level. 2. When you delegate, you lose control of a task and its outcome.While you relinquish total control, you still maintain control through the subordinates self-control and well-defined standards. 3. You are the only one who has all the answers.Actually, your employees often know more about a situation than you. They are doing the hands-on work every day. By blending your big picture perspective with their technical expertise, you can ensure that your organization has answers your customers need.4. You can do the work faster yourself.May be true the first time you delegate a task. But long term you increase your effectiveness by developing the capabilities of others. Your organization gets more work done than you do individually.

*5. Delegation dilutes your authority.No, it extends your authority, because your employees act for you.6. Your employees will be recognized for good work but you wont.Sure they will, youll see to that. You will also achieve recognition when your organization consistently achieves its goals. Its a win-win situation.7. Delegation decreases flexibility.On the contrary. Delegation increases time available to deal with unforeseen situations or strategic issues. 8. Your employees are too busy.People increase effectiveness if they manage the whole task. Let them finish jobs by delegating them the authority to do so.9. Your employees dont see the big picture.They wont until you share it with them. Coach them in key skills, then watch them achieve the results you intended.*Splintered authority exists wherever a problem cannot be solved or a decision made without pooling the authority delegations of two or more managers.For example: when the superintendent of plant A sees an opportunity to reduce costs through a minor modification in his procedures and those in plant B, his authority cannot encompass the change. But if the superintendents of the two plants can agree upon the change and if it affects no other equal or superior manager, all they need do is pool their authority and make the decision. Their authority is said to be splintered.

*All delegations of authority are subject to recovery by the grantor. It is a characteristic of authority that original possessors do not permanently dispossess themselves of this power by delegating it. Reorganization involves some recovery and redelegation of authority. A shuffle in organization means that rights are recovered by the responsible head of the firm or a department and then redelegated to managers of new or modified departments, so that the head of a new department may receive the authority formerly held by others managers.

*Unless carefully recognized in practice, delegation may be ineffective, organization may fail, and the managerial process may be seriously impeded.

*Principle of delegation by results expected: since authority is intended to furnish managers with a tool for so managing as to gain contributions to enterprise objectives, authority delegated to an individual manager should be adequate to ensure the ability to accomplish results expected. In no other way can a manager delegate authority in accordance with responsibility exacted. Often a superior has some idea, vague or fixed, as to what is to be accomplished but does not trouble to determine whether the subordinate has the authority to do it. Delegation by results expected implies that goals have been set and plans made, that these are communicated and understood, and that jobs have been set up to fit in with them.*Principle of functional definition: the more a position or a department has clear definitions of results expected, activities to be undertaken, organization authority delegated, and authority and informational relationships with other positions understood, the more adequately the responsible individuals can contribute toward accomplishing enterprise objectives.

Scalar principle refers to the chain of direct authority relationships from superior to subordinate throughout the organization. The clearer the line of authority from the top manager in an enterprise to every subordinate position, the more effective will be responsible decision making and organization communication. The chain of superiors ranging from the ultimate authority to the lowest ranks. The line of authority is the route followed by all communications which start or go to the ultimate authority. Although the chain of command may be safely departed from for purposes of information, departure for purposes of decision making tends to destroy the decision-making system and undermine managership itself.

*Scalar principle refers to the chain of direct authority relationships from superior to subordinate throughout the organization. The clearer the line of authority from the top manager in an enterprise to every subordinate position, the more effective will be responsible decision making and organization communication. The chain of superiors ranging from the ultimate authority to the lowest ranks. The line of authority is the route followed by all communications which start or go to the ultimate authority. Although the chain of command may be safely departed from for purposes of information, departure for purposes of decision making tends to destroy the decision-making system and undermine managership itself.

*Authority level principle: maintenance of intended delegation requires that decisions within the authority competence of individuals be made by them and not be referred upward in the organization structure. A common complaint of top executives is that while they know the importance of delegating downward, they are concerned with the practice of subordinates delegating upward. Subordinates have a way of quickly detecting bosses who are willing to make decisions that should have been made by them.*Principle of unity of command: the more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in instructions and the greater the feeling of personal responsibility for results. An obligation is essentially personal, and authority delegation by more than one person to an individual is likely to result in conflicts in both authority and responsibility.*Principle of absoluteness of responsibility:the responsibility of subordinates to their superiors for performance is absolute, once they have accepted an assignment and the power to carry it out, and superiors cannot escape responsibility for the organization activities of their subordinates.* - I T " " : : : " ( ) . . ( ) : () : . () : . : . () : . ( ): . ( ): ( ) . (): .. . (): () . ( ): () . ( ): . : . . . . ..... : .. : (1) ( ) Benchmarking . (2) . (3) . (4) . (5) . (6) . (7) . (8) . * . . :1. . 2. . 3. ( ) ( ) .

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* Goleman (Working with Imotional Intelligence ( 1998 . . . . . Emotional Intelligence 1996 Golemen,D . . . (Abraham2000) (Goleman1998) (George,2000). : . * : ** . . . : . .

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