Delegation of Authority as a Strategic Tool for Management Efficiency
Chapter One
OBJECTIVES OF THE STUDY (PURPOSE)
The purpose of this study is to ascertain the nature of delegation
Ascertain who delegates
Ascertain the effect of delegation and responsibilities on staff performance.
Ascertain what delegated authorities ascertain the extent of accountability in carrying out the delegated functions etc.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
This section of the study reviews data prepared by different authors. It reviews the work of Denyer (1974) who maintains that it is important that there should be assigned or delegation of the right amount of the right duties and to the right people. Denyer explains that it is important that the main object of delegation is to free the delegator of detailed duties so as to aim him to concentrate on his own more important work.
It also reviews the work of Agu (2000:10) process because none of the concept for example departmentalization authority, relationship and decentralization could be integrated or cultivated without the utilization of delegation principles.
CONCEPT OF DELEGATION
Delegation is said to be the process whereby individual or group transfers to some other individual or group the duty of carrying out some particular decision (Apple by (1972:259). Delegation of authority is the process by which managers allocate authority downward to the people who report to them. For actions to occur when delegation takes place, the following must happen.
- the delegator assigns objectives or duties to the subordinates.
- the delegator grants the authority necessary to accomplish the objective of duties.
- acceptance of the delegation whether implied or explicit, creates on obligation or responsibility.
- the delegator holds the subordinates accountable or result.
- it should be noted that delegation process provides avenue for training and development of subordinates for management succession.
According to Dele (1998:112) decisions should be made at the lowest competent level, that is responsibility and commensurate authority should be delegated as from down in the organization as possible. It is sometimes said that responsibility cannot be delegated, infact some writers state as a principle that the responsibility of supervisor for the acts of his subordinate is absolute. It may seem that there are two contractictory rules or principles here. But it is not wrong to accept both lets say that A is B’s immediate superior and that B in turn has a subordinate C B is free to delegate decision to C, but he is still accountable to A for the result of the decision.
It is part of B’s responsibility not to delegate decision to the incompetent, and if his judgment of C’s competent was in error, he cannot expect A to excuse hint simply because he personality did not make a given mistake.
Each person should be accountable to only one superior in the example, C is accountable to B while B is accountable to A in the strike observance of this principle. A will never tell C what to do or correct him if he does not do what he is suppose to do. If C makes a bad mistake, A will not talk along or make a little complaint as he deems wise. Similarly, C should not be permitted to go to A with a request for help on a problem; he must go to B even though B may have to consult A before taking action.
Delegation is one of the most important management skills; good delegation saves time, develops people, and groans a successor and motivators. It is a very helpful and succession planning, personal development and seeking in the job, it enables people to gain experience to take on higher responsibilities.
Effective delegation is crucial for effective succession for successor and the manager too; the main task of a manager in growing a thriving firm or organization is ultimately to develop a successor, when this happens everyone can move on bringing in new people from outside (Ugwu 1989).
REASONS FOR DELEGATION OF AUTHORITY
According to Moslgy (1983:261) there are many reasons for delegation of authority
- Delegation of authority enables managers to attain or accomplish more that when they attempt to handle every task personally.
- Delegation of authority allows management to focus their energy on the most crucial task or the task of high priority.
- delegation also did subordinates to grow and develop even if it means learning from their mistakes.
- delegation of authority is needed to make decision.
CHAPTER THREE
RESEARCH METHODOLOGY AND DESIGN
INTRODUCTION
This chapter contains the methodology used by the researcher. It was designed in order to collect enough data that would help the research obtain necessary information in the effect of delegation on staff performance. It also deals with the population of the study, source of data, techniques of data collection as well as data analysis techniques.
RESEARCH DESIGN
This involves studying a variety of items in the field by selecting samples from them, ie the combination of procedure or preliminary personal investigation, oral interview and administration of questionnaire.
Variables manifested by the item are identified for study e.g face to face interview, questionnaires, telephone interview and observation are use to gather data.
SOURCES/METHOD OF DATA COLLECTION
The method of data collection in the research are two main sources. They are
Primary sources: The primary source of data in this research work is the questionnaire and personal interview.
Secondary source: The secondary source of data used in this research work includes textbook, journals, annual report and newspaper.
METHOD OF DATA COLLECTION
The method of data used are questionnaires and personal interview which made up the primary data, others are magazines, textbooks, newspapers which serves as secondary data.
Questionnaires were personally delivered by the research to the group of people chosen and the research obtained more information on the question through the questionnaires. This helps the researcher to gain the opportunity to change and make some clear question that are not well understood.
POPULATION AND SAMPLE SIZE
For the purpose of the study, the population of interest of the research consisted of the Nigeria Nestle Plc senior and junior staff in Lagos state main office, 200 staff was involved.
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
INTRODUCTION
According to Quibble (1977) data presentation analysis is a vital aspect of a business researcher without appropriate analysis of data. The data collected and the effort put doing so will be of empirical relevance. Base on the questionnaire applied to the staff of Nigerian Nestle Plc Lagos state responses were obtained.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
INTRODUCTION
This is a brief statement of the main point in this work, and the opinion reached in the cause of this study and finally, offering a suitable suggestion for the purpose of making or offering answers to the problem facing this topic.
SUMMARY OF FINDINGS
This research work has been specially on the examination of the delegation of authority and its effect on staff performance (the case study of the Nigeria Nestle Plc).
The study has been focused on finding out whether the type of delegation of authority is generally accepted by the employees.
In carrying out this study, some finding by earlier research on delegation and its important on staff performance were examined.
These studies includes Quibble (1977) who gave variety of reasons for his behaviour as some supervisor cannot delegate their duty; others whose works and contribution were examined include Ernest Dale, Donald C Mosley and Loan.
Finding analyzed revealed that even though the organization is a young and growing one, the use of delegation of authority were in practice select the appropriate person to whom a task is being delegated on the other hand, some managers will assign task to subordinate along with authority to carry them out.
This approach produced two different kinds of behaviour among workers, to some it make them watchful, careful and made them to be on their guards always.
In all, this research work enable us to know the delegation of authority and if effect on staff performance.
We have also found out that managers feel that subordinate would prefer not to have broader decision making latitude.
Thus, a manager delegating his duty must ensure that subordinate have the capacity and ability to perform the delegated task as ultimate authority for the delegated task as ultimate authority for the delegated duty rest on him (the manager).
CONCLUSION
In the Nestle Plc system as in any other body or organization, managerial authority is more likely to be obeyed if its actions are considered legitimate such legitimation may be accorded by reward system which fit the motivation of the staff in an organization.
If the Nestle Plc managerial activity is obeyed the work force will increase because it is considered legitimate. The end of the result will be charge of the service of the service and dividends of governance with the feedback form the external environment which comes in the form of further required input that sustains the system in operating order.
Delegation of authority should be encouraged in various organization because of its advantages or effects on performance. Delegation helps in saving time and also in motivating workers in performing their duties. It brings about understanding and effective management of duties.
REFERENCES
- Donale C. Mooley (1983:261): Approach of different kinds of behaviour among workers.
- Ernest Dele (1998:112) The variety of reasons why some managers do not delegate.
- Ibekwe (1984:39) Delegation as the transfer of some work load of management to handle the other jobs more effectively.
- Joseph (1995:51) Delegation enhances efficiency of the delegating officer and overall efficiency of the organization
- Mosley (1983:261) Delegation enables managers to accomplish more than when they attempt to handle every task personally.
- Quibble (1977): The reasons why some superior cannot delegate their duty.
