Delegation of authority is necessary evil or good?
When a new enterprise is being created,as a rule, its founders do all the work themselves. As the success in increasing sales volumes, increasing the range of products and creating affiliates, the firm's management begins to understand that good assistants are required who have the right skill level and are trustworthy. In other words, delegation of authority is necessary.
These two conditions cause major problems. If the professional suitability can be checked, although sometimes it is not an easy task, the honesty of the employee is always in doubt, even if he has the best recommendations.
However, the amount of work can increase so much thatdelegation of authority becomes an extremely urgent task. There comes a time when it becomes objectively clear how good the leader is, because one can judge this by the results of the work of his company.
As a rule, a director who, in front of allthe team checks the work of the cleaning lady and makes comments to her, provokes ridicule, though not always obvious. This kind of "democracy" is inadmissible even in those cases when the ordinary staff of managers becomes the object of attention of high authorities.
Signing of ordinary supply contracts, personal"piling up" negligent employees, constant employment with a general deterioration in the economic performance of the company - these are typical symptoms of the fact that delegation of authority in the organization is done incorrectly or simply is not talking about it.
The leader needs to deal with other issues,such as determining the strategic course of the enterprise, making serious decisions about the purchase of goods or production equipment, increasing or decreasing the number of personnel, etc., and if he does not have enough time for these "little things", sooner or later there will be a financial collapse.
The problem of training and professional growthof employees is solved in the course of practical work, and if the initiative is even constrained even in the solution of minor moments, it is practically impossible to prepare qualified assistants, as well as determine the degree of suitability of a member of the team for performing a task. And this is very important, because people who know and know everything in the world do not exist, and sometimes an ordinary manager can cope with a difficult task better than his leader, thanks to his special training.
Delegation of authority in management can be an excellent way of non-material stimulation, it will demonstrate trust to the employee on the part of the manager, will be highly appreciated.
There is one more point that speaks in favor ofdistribution of loads in the team. With a high-level chair you can not see everything, sometimes the problems are much more objectively evaluated by those who have a simpler chair. Delegation of authority will help to effectively eliminate bottlenecks and, most importantly, do it faster. The manager must understand the essence of the task entrusted to him, independently decide how to perform it, then he will become a real employee. In all the opposite cases it will remain "office plankton" and "biorobot".
If it is necessary to give the shortest possible definitionthe concept of "enterprise management", it will sound like "delegation of authority." It is very important for all managers to remember that it is powers, not responsibility, that are delegated.