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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
3.2 Personal Insecurity
Many managers fear they will lose the recognition and rewards associated with task
accomplishment, are unwilling to share their expertise or “trade secrets” feel that they alone must
know all the details about projects assignment to them, or are unwilling to assume the responsibility
for mistakes subordinates make.
3.3 Personal Preferences
Non-delegating managers often prefer to do some mundane and routine tasks themselves, prefer
doing delegate-able work alone rather than taking time to train their subordinates, or feel compelled
to put in the longest hours in the work unit.
However, as Urwick correctly observed, even if a manager demonstrates the willingness (courage) to
delegate, effective delegation also requires skillful implementation. Ineffective delegation can
undermine every one of the potential benefits described earlier. It may actually increase the
manager’s work load, it may increase a power struggle between the manager and the subordinate, it
may lead to the manager’s losing touch with what’s going on in the organization, and it may reduce
the quality of managerial decisions. Therefore, it is imperative that the following necessary elements
of an effective delegation process be considered (Varma & Aggarwal, 1999; Terry, 1974).
4. Benefits of Skillful Delegation
The following points can throw lights on the subject matter of skillful delegation for enhancing work
efficiency in the organization (Gupta, 1984):
1. Delegation increases the personal discretionary time of a manager, thus allowing more
effective management of their time.
2. Delegation helps develop the capabilities and knowledge of subordinates so that their
own effectiveness is increased, thereby increasing the effectiveness of their manager.
3. Delegation demonstrates a manager’s trust and confidence in subordinates, which leads
to more effective performance and better interpersonal relationships for all.
4. Delegation enhances the commitment of subordinates to the task and to the organization.
Participation in decision-making improves morale, understanding of the work, and
motivation to accomplish tasks.
5. Delegation often improves the quality of decisions by bringing to bear information from
subordinates who are closer to the day-to-day problems than the manager in the present
environment.
6. Delegation increases the efficiency of both the manager and the organizations by getting
work done with less expensive resources.
7. Delegation enhances the personal power of the manager within the organization.
5.1 Increasing Response of Skillful Delegation
In the light of the problem statement, we are of the opinion that most of the delegators response
can be enhance with different aspects suitable at the time of delegation that vary from manager to
manager (Terry, 1974; Gupta, 1984; Drucker, 2003). Some of them are as under:
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