Why a superior delegates his responsibilities and authorities to subordinates? (Reasons Explained!)

There are many reasons why a superior delegates responsibilities and authorities to subordinates.

(1) Limitation of Physical Capacity:

The physical capacities of individuals, however highly placed they may be in an organisation are limited. So a superior has the necessity to delegate simply because he cannot do too many things all by himself. The larger the organisation and the bigger the volume of work, the greater is the need for delegation on this ground.

(2) Lack of Expertise:

Business is getting more complex day by day. So even if a manager has got necessary physical or mental abilities, he may lack knowledge or skill in many matters which come to him for decision. So he transfers some complex problems to specialists.

(3) Development of Subordinates:

Senior managers train and promote the development of subordinates by transferring many matters to them for decision. It is said that an ounce of practice is better than a tonne of theory. Subordinates learn through mistakes.

(4) Stop-gap Arrangement:

Managers sometimes fall sick. Also, they may go on business tours. Subordinates have to perform their routine duties during their temporary absence.

(5) Preparation for Promotion:

Finally, all managers ultimately retire. There are many grounds on which it may be better to fill by promotion vacancies arising due retirement. Once this policy is decided upon, delegation turns out to be the cardinal means for enforcing it

According to Koontz and O’Donnell, just as authority is key to the manager’s job, delegation of authority is the key to the organisation. The primary purpose of delegation is to make organisation possible.

There are many reasons why a superior delegates responsibilities and authorities to subordinates.

(1) Limitation of Physical Capacity:

The physical capacities of individuals, however highly placed they may be in an organisation are limited. So a superior has the necessity to delegate simply because he cannot do too many things all by himself. The larger the organisation and the bigger the volume of work, the greater is the need for delegation on this ground.

(2) Lack of Expertise:

Business is getting more complex day by day. So even if a manager has got necessary physical or mental abilities, he may lack knowledge or skill in many matters which come to him for decision. So he transfers some complex problems to specialists.

(3) Development of Subordinates:

Senior managers train and promote the development of subordinates by transferring many matters to them for decision. It is said that an ounce of practice is better than a tonne of theory. Subordinates learn through mistakes.

(4) Stop-gap Arrangement:

Managers sometimes fall sick. Also, they may go on business tours. Subordinates have to perform their routine duties during their temporary absence.

(5) Preparation for Promotion:

Finally, all managers ultimately retire. There are many grounds on which it may be better to fill by promotion vacancies arising due retirement. Once this policy is decided upon, delegation turns out to be the cardinal means for enforcing it

According to Koontz and O’Donnell, just as authority is key to the manager’s job, delegation of authority is the key to the organisation. The primary purpose of delegation is to make organisation possible.