It goes without saying that delegation is crucial to EFFECTIVE management. But in practice, we observe that

some managers do FAIL to delegate and others delegate weakly. Some proximate reasons for these are :

1. Managers often develop a FEELING that they are more powerful if they retain decision-making privileges for themselves.
2. There is also a feeling among most managers that employees lack the ability to exercise good judgment. A manager often feels that he can perform a task better than his subordinates. Since he considers himself indispensable for a job he is reluctant to delegate.
3. Some managers are also guided by the philosophy that workers would not prefer to have broader decision-making power.
4. Finally, there is an apprehension among some weak-minded managers that employees may outperform then-they will perform so effectively that the managers will be overshadowed and their own positions will be threatened.

However, the supervisors alone should not be blamed for their failure to delegate. In other words, all the (FOUR) barriers to effective delegation of authority are to be found in managers and their supervisors.

The problem may lie with the employees. In fact, employees themselves may, sometimes, resist accepting delegation of authority. There are three reasons for this:

Firstly, if authority is delegated the employees feel that they are entrusted with added responsibilities.

They also feel that delegation adds to their accountability. An employee usually finds it easier to go to his (her) manager to resolve a problem than to make the decision himself (herself).

Secondly, there is always the danger that an employee will exercise his new authority poorly and INVITE criticism. This is what employees attempt to protect themselves from.

Finally, most employees lack self-confidence and feel that if they are granted greater decision-making authority they are always under pressure.

It goes without saying that delegation is crucial to effective management. But in practice, we observe that

some managers do fail to delegate and others delegate weakly. Some proximate reasons for these are :

However, the supervisors alone should not be blamed for their failure to delegate. In other words, all the (four) barriers to effective delegation of authority are to be found in managers and their supervisors.

The problem may lie with the employees. In fact, employees themselves may, sometimes, resist accepting delegation of authority. There are three reasons for this:

Firstly, if authority is delegated the employees feel that they are entrusted with added responsibilities.

They also feel that delegation adds to their accountability. An employee usually finds it easier to go to his (her) manager to resolve a problem than to make the decision himself (herself).

Secondly, there is always the danger that an employee will exercise his new authority poorly and invite criticism. This is what employees attempt to protect themselves from.

Finally, most employees lack self-confidence and feel that if they are granted greater decision-making authority they are always under pressure.