Potential Barriers in Delegation, References: , NUR ALIA NATASHA BINTI…
Potential Barriers in Delegation
Lack of Confidence in Subordinates
-Lack of trust and confidence on subordinates’ abilities and skills make the superiors reluctant to delegate.
-As a result, subordinates lose initiative and frequently seek the guidance of the bosses to know whether they are doing the things correctly
Lack of ability to direct
-Some managers become so involved in day-to-day operations that they ignore to see the broader picture.
-Unable to understand the long term perspective of the work flow, they do not fully realize the importance of distributing work among subordinates.
-Some managers deliberately do this because of lack of confidence in their supervisory abilities.
The “I can do it better myself fallacy”
-Some managers always suffer from a feeling that they only can do the job better.
-Consequently two things happen. First, spending time on a task a subordinate could perform and as a result the manager may not be able to perform other important tasks like policy formulation and supervision.
-Second, unless the manager allows subordinates to attempt new tasks, the subordinates will be unable to develop their skills.
-Thus by insisting on doing things themselves managers often fail in their responsibility for training and grooming subordinates higher levels responsibilities
Aversion to Risk
-Since the superior can not absolve himself of the final performance of the task, he may fear that delegating the job will cause problems.
-Further, those superiors who see a threat in the subordinates always try to avoid delegation.
-This is mostly due to the mindset where superior fears that he may be outsmarted by the subordinate and eventually the latter may become a potential threat to this position.
Absence of Selective Controls
-When certain duties are delegated to subordinates, the superior has to ensure proper controls in the form of feedback about performance.
-It gives the superior the opportunity of knowing the problem before much damage takes place.
-If controls are not adequate and effective, manager has good reason to avoid authority delegation.
Inadequate Information and Resources
-The subordinate lacks the information and resources needed to do the job successfully.
-Some managers with a view to let down their subordinates may deliberately make the delegation unclear.
-As a result the subordinate lands himself in confusion as to the exact nature of the duties and the authority that he can exercise.
-The motive of the superior in such cases may be to make the subordinate fail in the execution.
Unwillingness to set standards of control
-Having delegated the duties, managers remain accountable for overall performance of the work.
-They supervise the activities of subordinates to ensure that actual performance is in conformity with planned performance.
-A manager who fails to establish standards of control will not be able to effectively delegate to subordinates.
-If managers feel that subordinates perform better than them, they avoid delegation.
-The exposure of their inabilities to take good decisions creates a feeling of insecurity and, therefore, they fear to delegate.
-This happens in organisations where work procedures and methods are not sound.
-A weak operating system usually stops the managers from revealing their shortcomings to the subordinates.
Retention of power
-Some managers like to take responsibility, make their importance felt by everyone in the organisation and want the subordinates to come to them to get their problems solved.
-Their desire to retain power and dominate is a hindrance to the effective delegation process. Such managers are usually autocratic in nature.
-They abstain from delegation and prefer to direct people personally.
Lack of record keeping.
-A delegation log lets the manager keep track all the tasks that are currently being tackled by others.
-Failure to keep track lets jobs fall through the cracks, which opens up the company to liabilities.
-Not having a log also does not alert the manager to stalled projects.
Insufficient definition of the task.
-The manager hands off an unfinished assignment to the worker.
-Several outcomes are possible but there is no clear direction in which the manager wants to go.
-The worker either hazards a guess or takes the path of least resistance, which may not necessarily be in keeping with the needs of the business.
NUR ALIA NATASHA BINTI MOHAMAD SALLEH
MADAM MUNA WADHIHA