advantages and disadvantages of delegation

2.2.2 Functions of Management – Delegation

Definition

Delegation is the process by which a manager assigns **responsibility** and **authority** for a specific task to a subordinate while **retaining overall accountability** for the result.

Five Management Functions (Cambridge syllabus)

• Planning – setting objectives and deciding the actions needed to achieve them. Delegation fit: tasks are allocated to the right people to carry out the plan.
• Organising – arranging resources and activities in a structured way. Delegation fit: responsibilities and authority are distributed through the organisational hierarchy.
• Co‑ordinating – ensuring that different parts of the organisation work together smoothly. Delegation fit: clear instructions and regular communication keep delegated work aligned with other activities.
• Commanding (Leading) – directing, motivating and guiding staff. Delegation fit: empowerment and trust motivate employees to take ownership of tasks.
• Controlling – monitoring performance, comparing it with standards and taking corrective action. Delegation fit: standards, milestones and feedback allow the manager to retain control while others execute the work.

Purpose of Delegation

• Make the best use of the skills and capacity of the whole team.
• Free the manager to concentrate on planning, decision‑making and other strategic work.
• Develop staff competence, confidence and motivation.

Delegation Process (steps)

1. Identify the task and the desired outcome.
2. Select the appropriate employee based on ability, experience and current workload.
3. Give clear instructions – what, why, when, how and the standards required.
4. Grant the necessary authority to make decisions needed to complete the task.
5. Set performance standards and milestones for monitoring.
6. Provide support and resources and be available for clarification.
7. Monitor progress through regular feedback and reporting.
8. Review the outcome and give constructive feedback.

Trust vs. Control

Effective delegation balances trust (giving staff the freedom to act) with control (setting clear objectives and monitoring).

Example: A sales manager trusts a senior sales assistant to set daily sales targets (trust) but requires a weekly report comparing actual sales with the targets (control).

Organisational Charts – where delegation can occur

A simple hierarchical chart (e.g., Owner → Manager → Team Leader → Staff) shows the lines of authority. Delegation can be made down any of these lines, provided the manager at each level has the authority to delegate the task.

Leadership Styles and Delegation (syllabus terminology)

• Autocratic – limited delegation; the manager retains most authority.
• Democratic – frequent delegation; decisions are shared and staff are consulted.
• Laissez‑faire – high level of delegation; staff have considerable freedom to act.

Trade Unions and Delegation

Where a workplace is unionised, collective agreements may specify which tasks can be delegated, the level of supervision required, or the need for consultation before changes in duties. Managers must respect these agreements to avoid industrial disputes.

Advantages of Delegation

• Increases efficiency – work is matched to skill and capacity, speeding up completion.
• Develops staff skills and confidence – employees gain experience and competence.
• Boosts motivation and job satisfaction – trust and responsibility enhance morale.
• Allows managers to focus on strategic work – routine tasks are handed over.
• Improves communication – clear instructions and feedback are required.

Disadvantages of Delegation

• Risk of loss of control – managers may feel less oversight of how tasks are performed.
• Potential for mistakes – if the employee lacks sufficient knowledge or training.
• Time‑consuming set‑up – explaining the task, setting standards and monitoring initially take time.
• Possible resentment – staff may feel over‑burdened if work is not balanced.
• Dependence on employee reliability – poor performance can affect overall outcomes.

Control Mechanisms while Delegating

• Set clear objectives and measurable performance standards.
• Agree on milestones and reporting intervals (e.g., weekly updates).
• Use feedback loops – regular check‑ins to correct any deviation early.
• Maintain final accountability – the manager reviews the completed work and signs off.

Common Barriers to Delegation

• Lack of trust in subordinates’ abilities.
• Fear of losing status or power.
• Insufficient time to train or supervise.
• Unclear job descriptions or overlapping responsibilities.
• Perceived risk of mistakes and the associated cost.

Legal and Ethical Limits

Managers must not delegate tasks that require a specific legal qualification or that involve health and safety, data protection, or other regulatory responsibilities unless the employee is duly authorised and trained. Delegating such duties could expose the organisation to legal liability.

Delegation vs. Decentralisation

• Delegation – transfer of responsibility and authority for a specific task; the manager remains accountable.
• Decentralisation – broader distribution of decision‑making authority to lower levels of the organisation; involves a structural shift of power, not just individual tasks.

Delegation Chain

Delegation can be passed down the hierarchy, but each level must have the authority to delegate further. For example, a senior manager may delegate to a department head, who can then delegate to team leaders, provided the organisation’s policies allow it.

Summary Table

Suggested Diagram