Delegation
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Delegation is the assignment of responsibility or authority to another person (normally from a manager to a subordinate) to carry out specific activities, such as starting on proper tires during a wet race. It is one of the core concepts of management leadership. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration and confusion to all the involved parties.[1] Some agents however do not favour a delegation and consider the power of making a decision rather burdensome.[2]
Delegation in IT network is also an evolving field.[3]
References
- ↑ 12 Rules of Delegation - Retrieved December 17, 2009
- ↑ Angst, Lukas and Karol J. Borowiecki (2014) Delegation and Motivation, Theory and Decision, 76: 363-93.
- ↑ A mechanism for identity delegation at authentication level, N Ahmed, C Jensen - Identity and Privacy in the Internet Age - Springer 2009
