The most important violations of the principles of delegation of control. Delegation of authority in management - pros and cons

Delegation of authority is the transfer by the head of a certain task to a subordinate, which he is able to perform qualitatively, based on his authority and qualifications. Leader's role is precisely to distribute work among employees as efficiently as possible in order to final goal was achieved as best and as quickly as possible.

Depending on how rationally and correctly a manager can delegate authority to his employees, one can evaluate him as a good or bad manager.

The Importance of Delegation

Let's see what this process is for and whether it is really so important.

First, for effective business development, the manager must focus on the main details of various projects without getting into details. A pedantic approach to control, the desire to control everything and know everything leads to excessive loss of time. It's impossible to keep track of everything. No manager can do all the work alone. A logical question arises, why would he then need subordinates who cannot “unload” the boss. The answer is obvious.
Secondly, delegating tasks to young employees allows you to train promising personnel and create a kind of personnel reserve from young talents.
Thirdly, the transfer of managerial powers to some employees can act as a kind of psychological indicator of informal relations in the team. A wise manager will monitor how effectively certain working groups perform their duties, and also evaluate what the employee who has been entrusted with a certain task is capable of.
Fourth, effective delegation implies that the employee will cope with the task better than the manager. A self-sufficient manager must be well aware that his task is to distribute the work that subordinates will do better than if he himself took up its implementation. The promotion of such a philosophy in the team has a beneficial effect on labor productivity. Through the eyes of the employee, this looks like trust from the boss. If we consider delegation as one of the methods non-material motivation employees, it turns out that this is a wonderful method of increasing loyalty to management.

In addition, given the fact that employees from lower echelons often see the company's problems more soberly and freshly, delegating authority in the management of any projects can significantly improve the efficiency of solving certain business problems.

Between the terms "management" and "delegation" you need to put an "equal" sign. Until the manager understands the essence of delegation of authority, he will remain an ordinary performer who will not know what kind of work to take on.

Given the fact that not every subordinate can cope with the task assigned to him, the choice of a delegate must be approached carefully. Such a person must have a certain set of qualities that will allow him to effectively implement what the manager has entrusted to him.

First of all, they include the minimum required level of qualification, which would give the performer the opportunity to solve the problem effectively and within a clearly defined time frame.

Secondly, the manager must be sure that the subordinate has already been involved in similar projects. Don't bother a newbie difficult tasks. Give him a more experienced assistant.

Thirdly, be guided by the employment of one or another subordinate. A person “overwhelmed” with work simply cannot achieve everyone with high quality and on time goals.

Pay attention to qualities such as stress resistance and performance. It is very important that the employee is psychologically prepared for such tasks. Also, remember that the the best choice- This is an interested subordinate who will be passionate about completing your task.

Also, if you are working in big company, then you can always involve colleagues from other departments on mutually beneficial terms.

Basic Principles of Delegation

After you have chosen a delegate, you need to proceed to direct process transfer of authority. For greater efficiency, the following basic rules of delegation should be observed.

The first rule is that you need to start with an indication of the end result. An employee’s understanding of what he will work for will charge him with enthusiasm and a desire to act as efficiently as possible. Try to harmoniously combine the goals of the company with the needs of this particular employee. This way you can get good results.

The second rule is to clearly define the framework in which your colleague will operate. Often, a lot of problems occur precisely because the employee and the manager did not agree on the procedure for completing the task, the boundaries of responsibility, the deadlines and the project implementation schedule.

There are 5 main levels in which a subordinate can take the initiative to one degree or another:

The first level works on the principle of "wait for instructions." The employee is given a minimum of creative opportunities to complete the task. In this delegation format, there is no need to control the timing and volume of work.
The second level implies that employees are given some freedom to choose the time frame to achieve the result, but their actions are tightly controlled by management. There is an opportunity to discuss options for completing the task with the manager, but the final decision is made by the leader.
The third level implies the principle of "get recommendations, and get to work." The executors are given a certain freedom in choosing the timing and methods of completing the task.
The fourth level allows employees to decide for themselves how to implement a particular project, but at the same time mandatory conditions is stable reporting on their actions to the manager, so that he can make sure that the chosen direction is correct.
The fifth level implies complete freedom of action, which is limited only by planned control by the manager. This type of delegation of authority allows the employee to maximize their creative potential.

Each manager must have a clear idea in what format he is going to delegate tasks to subordinates.

The third rule of delegation of authority states that, in order to effectively complete the tasks, it is necessary to discuss all issues directly with the employee. Let him say for himself what deadlines he is ready to meet and what he sees as ways to achieve the goal. With this approach, it is not necessary to impose on a person an already supposedly accepted version of the project. Communication should take place in the format of cooperation, not control and subordination.

A trusting climate between a manager and an employee can play into the hands of everyone, since in the process of communication interesting options for solving certain problems can come out. At the same time, it is still necessary to provide some independence to the employee. If an employee constantly "pulls" the boss on minor issues, the whole point of delegation is lost.

The fourth rule of delegation of authority and responsibility is to transfer rights to employees without the risk of malpractice. Evaluate for yourself what powers are needed to perform a particular task, and which ones will be redundant. Filter information that may come to subordinates. Choose only the one that is really needed to implement the needs of the project. Show colleagues the responsibility they will bear to you in case of failure to complete the intermediate stages of the task.

The fifth principle of delegation states that it is best to assign a task to lower-level employees with an eye to the possibility of doing it. Due to the fact that managers see the problem broadly, without delving into the details, a lot of time can be spent collecting additional clarifying information. At the same time, subordinate employees who are directly related to a particular phenomenon can offer much more effective options for solving the tasks.

The sixth rule of delegation is to provide all kinds of support to performers from the line manager. An employee who has been assigned new responsibilities for him, being sure that he was not left alone with a problem, will perform his duties much more efficiently.

Following the seventh principle, you should clearly announce to all colleagues to whom and what powers you transfer. If you notice any signs of unwillingness to obey the new interim leader or manifestations of mobbing, repeat your order again so that everyone is unanimously aware of this.

Based on the eighth principle, the leader should delegate his authority gradually. In addition, it is not necessary to give subordinates only uninteresting routine work. Share those tasks that require a creative approach. If your subordinates realize that you are giving them only "rough" work, they will lose all interest in it, and their productivity will fall.

The ninth rule is to stop any attempts to regain authority. Your subordinates must get used to the idea that it is necessary to be able to solve problems quickly and without the participation of the head. You should understand that the team should consist of professional performers, and not of “blind kittens”. Persistently and sincerely explain why you give this or that task, giving employees a field to show their own initiative. Explain to those who want to slip away from work that the tasks are needed to improve the skills of the employee himself.

The last rule is based on how to qualitatively motivate the employee to achieve the final result. Regardless of how you are going to reward the employee (financially or morally), talk about how he will contribute to the development of the overall business.

If you adhere to these ten principles in the process of delegating your authority, then in most cases you will not have situations when you have to “patch holes” for a bad performer. Remember that many problems arise because the employee does not understand exactly what he needs to do.

The main mistakes in the transfer of authority

The inability to explain what you want to achieve can be a serious obstacle to mutual understanding. If it seemed to you that you put everything on the shelves, then this does not mean at all that your ward understood you. During the dialogue, try to ask questions more often about whether you express your thoughts clearly enough.

In management theory, there is the concept of fictitious delegation of authority and responsibility, when a manager tries to transfer to an employee the authority that he already has. Such steps can significantly undermine your credibility among subordinates.

You can also make a mistake when choosing the person to whom you delegate authority. In this case, you need to learn how to spend more detailed analysis abilities and character traits of a person before giving him a piece of his power.

Do not show intemperance and grumble at subordinates. Constructive criticism It won't hurt, but overall stay calm and positive.

If you delegate authority not to one person, but to a group, then you should immediately highlight the boundaries of responsibility for each of them. A project in which no one is responsible for anything is doomed in most cases to failure.

Don't be afraid to admit to your peers that they may be better at something than you. It won't lower you in their eyes. On the contrary, if you try to do something you don't know on your own and fail, then your authority may be undermined.

Remember not to delegate most of your authority as this can lead to unforeseen problems. Remain in charge while supervising the work of subordinates as much as possible.

What powers should not be delegated

First, don't outsource master planning. You can discuss some details with colleagues, but approve the plan yourself, since the responsibility for it lies solely with you.
Secondly, all issues related to the hiring and firing of staff should also be decided by the head. A democratic manager can consult with colleagues on certain personnel issues, but he must make an authoritarian decision.
Thirdly, if on behalf of the company and the team you want to express gratitude to the employee, then you need to do it yourself.
Leave urgent, confidential, risky and especially important things to yourself too.

Effective delegation of authority in management based on all of the above postulates. You should not consider it as a way to relieve yourself of responsibility or get rid of "dirty" work. Delegation of authority means an adequate distribution of tasks between team members in order to increase the efficiency of labor as a whole. This tool allows the manager focus on work, which is strategically important for the business, while not dissipating attention to secondary tasks.

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Powers represent a limited right and responsibility to use the resources of the organization, independently make decisions, give orders and implement .

Powers are presented to the position, and not to the person who occupies it.

Permissions come in two general types:

linear;
hardware (staff).

Line powers

They are transmitted directly from the boss to the subordinate and further along the chain to other subordinates. A manager with linear authority also has the right to make decisions and act on certain issues without the consent of other managers, for example, within the limits established by law or the charter of the organization.

The successive chain of arising linear powers creates a hierarchy of levels of control. Most good example command chains - hierarchy military organization. With a long chain of commands, a significant slowdown in the speed of information exchange is observed.

There are two concepts that must always be taken into account: the principle of unity of command and the need to limit the norm of controllability.

According to principle of unity of command an employee should receive authority from only one boss and answer to him.

Controllability rate is the number of employees who report directly to the manager.

Staff powers

These powers help the organization to use specialists without violating the principle of unity of command to solve problems of an advisory or service nature.

The main types of staff powers are divided into recommendatory, coordinating, control and reporting, conciliation.

Recommendations powers lie in the fact that their owner, if necessary, can give advice to managers or executives who need them, how best to solve one or another narrowly professional issue.

Coordinating powers are associated with the development and adoption of joint decisions.

Control and reporting powers enable their holders to carry out, within the officially established framework, check the activities of managers and executors, require them to provide mandatory information, analyze it and send the results obtained along with the findings to the relevant authorities.

The principle of delegation of authority

Within the framework of the management structure, there is a rational distribution and redistribution of rights, duties and responsibilities between its subjects. This process, the principles of which were developed in the 1920s. P. M. Kerzhentsev, was called "delegation of organizational authority and responsibility."

Delegation- is the process of transferring part of his official functions to subordinates without active interference in their actions.

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

Usually delegated the following types works:

routine work;
specialized activity;
private and unimportant questions;
preparatory work.

However, there is a set of managerial tasks, the solution of which should be left to the head. The duty of the chief executive of the firm is to take on high-risk tasks that contain aspects of strategic importance and are of a confidential nature and all unusual, outside the established regulations and traditions of the operation.

And issues such as:

establishment;
development of the organization's policy;
management of employees and their motivation;
tasks high degree risk;
unusual and exceptional cases;
tasks of a strictly confidential nature.

When delegating authority, the manager delegates (establishes) responsibilities; determines the rights and level of responsibility in the exercise of authority.

Benefits of delegation of authority:

the ability to engage in tasks that require the personal participation of the leader;
focus on strategic objectives and long-term plans for the development of the enterprise;
This The best way motivation of creative and active workers;
this is the best way to learn;
it's a career path.

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

doubts about the competence of other employees, fear that they will do worse;
fear of losing power and position;
distrust of subordinates, low assessment of their abilities;
ambition and high self-esteem;
fear that his actions will be misinterpreted by colleagues and superiors.

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

Practical application of delegation in enterprise management

The delegation of authority takes place not only at the official, but also for the most part on a semi-official or even informal basis, and implies the presence of a favorable moral and psychological climate in the team and mutual trust between leaders and performers. Delegation of authority is preceded by significant preparatory work. It consists in determining: for what, to whom, how to delegate authority? What benefits can be obtained for him, the subordinates themselves and the organization as a whole? What obstacles might arise?

Main practical value The principle of delegation of authority is that the manager frees his time from less complex daily affairs, routine operations and can concentrate his efforts on solving problems of a more complex managerial level. At the same time, this method is a purposeful form of staff development, contributes to the motivation of their work, the manifestation of initiative and independence.

The main task of the leader- not to do the work yourself, but to ensure the organization of the labor process by forces, take responsibility and use power to achieve the goal.

A particularly sensitive aspect of the delegation principle is organization of control over the actions of subordinates. Constant guardianship only hurts. Lack of control can lead to disruption and anarchy. The solution to the problem of control is in a well-established feedback, in the free exchange of information between colleagues and, of course, in a fairly high authority and managerial skill of the leader.

Often there is a problem of psychological choice: what task to entrust the performer of a familiar or fundamentally new. Most often, execution is delegated new task, especially if it seems to the leader unattractive, routine. This decision is not always correct. The problem is that, having transferred the solution of the task to someone, the manager is still responsible for its implementation and control, and even more so, it is much easier to simply observe (so-called monitoring) the implementation of a familiar problem.

Experienced administrators often assign a capable performer a little more challenging tasks than he is accustomed to doing. In this case, it is desirable to prepare the task in the form of a written order. Having received difficult task, the performer reveals himself more fully and receives sincere satisfaction from the completion of the task and the trust placed in him.

It should be noted that the principle of delegation of authority is little used by people who have recently received a promotion, because it is difficult for them to abandon the habitual stereotype of past activity. However, the leader, who sorts the correspondence himself and types on a typewriter in front of a bored secretary, causes regret, but not sympathy.

Sometimes principle of delegation of authority does not give the expected effect: the performer does not fully perform the management functions assigned to him. Most often this happens in cases where it is necessary to make unpopular decisions in the team: the imposition of penalties for violation labor discipline; deprivation of premiums; investigation of immoral acts of employees, etc. Under various pretexts, the performer tries to transfer the solution of these problems to his leader in order to look in the eyes of the team from the best, as it seems to him, side. Among other reasons, the most commonly cited are uncertainty about the correctness of the responsible decision being made, insufficient experience, and fundamental disagreement with the opinion of the leader.

When distributing managerial powers in an organization, it is necessary to take into account a number of important circumstances:

The powers must be sufficient to achieve the goals facing the subject. Therefore, it should be remembered that goals are always primary and determine the amount of authority granted.
The powers of each entity must be linked to the powers of those with whom it has to cooperate in order to ensure their interaction and, ultimately, the balance of the entire management system.
The authority in the organization must be clear, so that each employee knows: from whom he receives them, to whom he transfers, to whom he is responsible and who should answer to him.
Performers must independently solve all problems within their competence and be fully responsible for their activities and their results.

Delegation is the means by which a manager distributes among employees a set of tasks that must be completed in order to achieve the goals of the entire organization. If any of the tasks is delegated to another person, the manager is forced to perform it himself. In many cases, this is simply impossible to do because the time and abilities of the leader are limited. M. Follet, one of the classics of management, noted that the essence of management lies in the ability to perform work by subordinates. For the implementation of high-quality delegation, it is necessary to observe certain principles. Delegation of powers is based on the following principles: unity of command; limitations of the standards of leadership; assigned responsibility; compliance of rights with duties; deviation reporting; transfer of responsibility for work low level.

The principle of unity of command is that the employee should receive authority from only one manager and answer only to him. An employee, performing assigned work, does not have the right to contact a senior manager without the permission of his immediate supervisor. In turn, a top-level manager cannot give his orders to an employee without his immediate supervisor.

The principle of limiting the rate of control means how many employees can be directly managed by the manager. Scientific research found that the best norm is 7-10 subordinates, although higher levels management, their number ranges from 4 to 8, and at low levels from 8 to 15. In recognizing the number of persons who are directly and effectively controlled by the head, the level of management, the nature of problem solving, the qualifications of subordinates and the ability of the head play a significant role. If the management standards are not observed at a sufficiently low level, then the management will not be able to fulfill the duties of coordination and control, and increase the motivation of subordinates.

The optimal number of employees who are directly subordinate to one leader is determined by: the manager's organizational skills; qualifications of employees; type of work; territorial location; motivation of employees; the importance of work.

The principle of matching rights with duties means that the amount of delegated authority must correspond to the responsibilities. Giving a task to your subordinate provides for granting him separate powers corresponding to the issued task for using necessary resources. Managers do not give sufficient rights to their subordinates for the following reasons: distrust in the ability of subordinates, and the work will have to be done by oneself; unwillingness of leaders to give up their rights; political moments.

The principle of assigned responsibility when delegating, it means that only his boss can release the leader from responsibility. Delegation is the process of allocating responsibility to subordinates. But delegating responsibility to a subordinate does not remove responsibility from the leader.

The principle of transfer of responsibility for work to a lower level of management indicates the ability to ensure its successful implementation. But this principle is often violated for reasons: natural reluctance to return to normal work or to do more significant work.

Variance reporting principle obliges to inform managers about all actual or expected changes in the achievement of goals and objectives. This means that the subordinate must inform his supervisor of all deviations from the intended task.

In an organization, delegation of authority is one of the most important aspects of the personnel management system. It is on the basis of the delegation of authority and responsibility that the effective division of labor and the functioning of the entire hierarchical structure within the enterprise. And how the delegation of authority should be properly ensured should be known to each ordinary employee, as well as to managers and representatives of the personnel department.

Delegation of authority - what is it

From the point of view of classical management theory, delegation of authority is a process in which the functions and powers of the boss or part of them are transferred in one form or another to a subordinate employee. At the same time, a certain responsibility is also assigned to the employee for the fulfillment of the tasks assigned to him, but the same responsibility is fully shared by the manager. But before considering certain principles of delegation of authority, it is necessary to familiarize yourself directly with the meaning of this term.

Thus, authority means that an employee has certain rights at the disposal of the resources of the employer. The powers of employees and managers should be enshrined in the internal regulatory documents of the organization - and. At the same time, the principles of their delegation can be fixed in this documentation.

Delegation of powers of top management or other employees within the framework of not only internal, but also external activities enterprise, if necessary, can also be confirmed by issuing an appropriate power of attorney.

It should be noted that modern theory separates the types of existing powers. So, they can be:

Linear. These powers include those tasks and goals that are directly transferred from the higher management along the hierarchical ladder sequentially to the final performers within the framework of the workflow. Linear permissions allow you to effectively organize the workflow as a whole, but in the case of large sizes staff, the implementation of all tasks only within the framework of the designated type of authority can be greatly slowed down, which will affect the overall performance economic activity enterprises.
staff. Headquarters powers are understood as specific rights and obligations imposed on individual structural units outside the general linear hierarchy. Accordingly, headquarters powers allow you to quickly decide important questions within any particular competencies. Thus, the staff authority in dealing with personnel issues is handled by the personnel department, which frees the employer from the need to have individual personnel specialists in all structural divisions and directly ensure the implementation of personnel decisions by all other divisions through just one structure.

The main goals and objectives of delegation of authority

In any organization, delegation of authority allows you to solve several problems at once and is a complex process, the use of which is necessary in modern personnel management. So, it allows you to solve the following main tasks of a business entity or manager:

How delegation of authority is carried out

The process of delegation of authority and its practical implementation can seriously differ depending on the size of the business entity, its field of activity and many other nuances. However, regardless of the above factors, general principles this procedure is as follows:

Task definition. The manager considers the tasks before him and structures them in such a way as to transfer some of them to his subordinates.
Transfer of the order to the executor. Having defined a specific task, the manager passes it to the performer. At the same time, in order to complete the aforementioned procedure, he must give a written or oral order.
Granting the executor the authority to solve the task. The employee must be delegated all the powers necessary to carry out the assignment in accordance with the labor regulations.

If the transferred powers and tasks are not considered in any way with the employee and other local regulations, then the employee is not obliged to comply with them. Accordingly, before delegation of authority is carried out, it is necessary to provide a complete legal basis for this process and its compliance with the requirements of labor legislation.

Delegation principles

The process of delegation of authority should be based on the obligatory observance of certain certain principles. Both employers and employees should be aware of them. The principles of delegation of authority in an organization include:

The principle of unity of command. This is one of the basic principles that the process of delegation of authority should comply with. It implies that each employee should have only one immediate supervisor. That is, tasks can be delegated to an employee only by the person who is his boss, and not by the heads of other departments in both the horizontal and vertical systems.
The principle of unconditional responsibility. Although within the framework of the delegation of authority, the responsibility for solving the task is transferred to the employee, his manager is also fully responsible for its implementation - both because this task was originally assigned to him, and due to the fact that it is the manager who takes delegation decision.
Expected results principle. When delegating authority, the manager must always understand what kind of result and in what time frame he wants to receive from the employee to whom certain powers were transferred.
Authorization level principle. Each employee must be aware of their authority and not transfer them back to higher management, with the exception of emergency and the complete impossibility of implementing the tasks.
Principle of definition. Each participant in the delegation of authority system must be fully aware of the range of both his powers and the rights and obligations of other employees in contact with him.
The principle of attribution of responsibility. Responsibility transferred within the framework of authority must correspond to their scope. That is, the employee should be responsible only within the framework of the authority received by him, and not for the entire solution of the problem in principle.

Separate nuances and features of delegation of authority and responsibility

When delegating authority, the manager should be aware of several characteristic features this process. So, first of all, it is necessary to understand what powers and types of tasks are recommended to be transferred to subordinates:

routine tasks. These include the performance of basic daily duties as part of the workflow.
Minor questions. Various questions, which are knocked out of the general framework of standard labor tasks, but are not of great importance, can also be delegated.
Preparatory and maintenance work. If some activity requires additional training, then it may also be advisable to transfer this training to subordinates.
specialized labor. The leader does not always have all the necessary professional skills that his subordinates have, so specialized labor in without fail should be delegated, especially in the absence of experience in its implementation.

It is also necessary to understand that not all tasks can be delegated to specific employees. So, the manager must independently determine which task should be entrusted to a particular employee. When determining the executor who will be granted the authority, you should pay attention to the following nuances:

The employee must be able to complete the task. Setting obviously impossible tasks will not motivate the employee to fulfill it, and the question posed as a result will not be resolved in principle.
The task should not cause rejection in the employee. Delegating unpleasant tasks to an employee bad practice. Making decisions to fire employees, or even just sending notices of staff reductions, or having fundamental disagreements on the implementation of assigned tasks are reasons why it is not worth delegating work.

A common mistake of many novice managers is the fundamental refusal to delegate authority. They may not be confident in their subordinates, or, on the contrary, they may be too confident in own forces. In addition, an excessive sense of responsibility and the fear of losing a position due to a refusal to independently solve the tasks can also interfere with delegation. Getting rid of these factors is vital for both the leader himself and his immediate superiors.

Delegation of authority is the process of transferring certain tasks by the manager of the company to a subordinate, taking into account the level of his qualifications and experience.

This process involves not shifting one's responsibility and work to subordinates, but its competent distribution between all employees of the company.

This is done to improve the performance of the entire company as a whole.

Delegation Goals

The main goals of delegation include:

Unloading employees of higher management positions, freeing them from turnover and creating optimal conditions for solving the most important strategic and long-term tasks of a managerial nature;
Increasing the capacity of employees of lower positions;
Activation of the "human factor", increasing the involvement of employees in the labor process.

Principles of delegation of authority in management

Like everything in management, delegation of authority has its own principles. Thanks to their observance, it is possible to increase the performance of the company by 30-40%.

The main principles of delegation are:

The principle of unity. He is key. It means that each employee must have one single boss, to whom he will be subordinate.
Restrictions. A specific number of employees must be assigned to each employee of a managerial position. He has the right to manage only them.
Principle of duties and rights. It means that you can not give the employee more powers than prescribed in his job responsibilities.
Assignment of responsibility. The process of delegation of authority does not remove responsibility from the manager of the firm.
Transfer of responsibility principle. When delegating authority, the manager must know that all tasks will be completed.
The principle of reporting. If there were any deviations from the performance of tasks, it is necessary to draw up a report for the director of the company.

Delegation Rules

The process of delegation of authority should be carried out in accordance with certain rules. The main ones include:

It is necessary to take into account the employment of the employee. A busy employee will not be able to qualitatively cope with additional work. tasks received from management.
It is necessary to delegate authority for the benefit of the company.
Power does not need to be concentrated in one place.
Plans must be formed with the possible probability of a delegate to make a mistake.
Responsibility for the performance by the delegate of the work lies with the head of the firm.

Stages of Delegation

The delegation of authority is carried out in several stages:

Assignment of certain individual tasks to subordinates.
Providing subordinates with the resources and authority necessary to complete the assigned tasks.
Formulation of obligations of subordinate employees to perform the tasks assigned to them.

Benefits of delegation

The delegation process has the following benefits:

The director of the company is released from routine tasks and gets time to solve important strategic issues;
Through delegation, employees can improve their skills.