gender differential paper IJCRB

ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
formulated an “acceptance theory of authority” in which he proposed that people will accept and
fulfill assignments only if four conditions are met. First, they must understand what they are
being asked to do. Second, they must perceive that the assignment is consistent with the purpose
of the organization. Third, they must believe that the assignment is compatible with their own
interests. Fourth, they must be able to perform the assignment. This formulation underscores the
importance of two-way communication during the delegation assignment process.
6.3 Authority and responsibility go parallel
This is the oldest and most general rule of thumb in delegation. It is common for managers to
assign work but avoid matching the responsibilities with discretion to make decisions and with
authority to implement those decisions. Simply stated, employees are often not empowered to
accomplish the task. Managers also must take care not to delegate more authority than
responsibility, i.e., to empower employees too much. This mismatch leads to lack of
accountability and potential abuse of power by subordinates. Although managers always must
maintain final accountability for delegated tasks, they must be certain that subordinates are given
prime accountability for their actions.
6.4 Delegation within the organizational structure
Another general rule of delegation is to delegate to the lowest organizational level at which the
job can be done. By definition this increases efficiency (lower labor and information-collection
costs), and it frequently increases effectiveness (better understanding of the problem). In
delegating a task down more than one level in an organization, it is important that the manager
follow the organizational chain of command, that is, delegate through subordinates, not around
them. Also, all individuals affected by the decision must be informed that it has been delegated.
6.5 Support availability for delegated tasks
Managers should continually provide relevant information as it becomes available to
subordinates who have been delegated the tasks. In addition to that, it is important to announce
publicly when subordinates succeed at their task assignment, but not publicly blame them when
they make mistakes. It is apparent that Rewards should occur in public; while discipline should
occur in private.
6.6 Focusing on results
Every manager should not supervise too closely after the task has been delegated. Every
subordinate should have a right to make choices. Managers should review and evaluate the
results of the assignment, not the means used to accomplish the task, as long as company policy
and ethical standards are not violated. Giving free environment to subordinates for exercising
initiative assignments regarding how the tasks may be tackled is important source of innovation
in company procedures.
6.7 Continuity in Delegation
Managers should delegate continuously to busy the subordinates and overcome the chances of
over work or time pressure. Continuous delegation can improve the satisfaction of the manager
and subordinate’s personal desire for development. Manager and subordinates relationship can
enhance from continuous delegation.
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 247