Authority, Accountability & Responsibility
AUTHORITY, ACCOUNTABILITY & RESPONSIBILITY
By Yusop B. Masdal
I. INTRODUCTION
Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities (Blair, gerald 2002). However the person who delegated the work remains accountable for the outcome of the delegated work.
Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration, and confusion to all the involved parties.
According to O. Jeff Harris it is an authorization to a subordinate manager to act in a certain manner independently. The delegation of authority is the delivery by one individual to another of the right to act, to make decisions, to acquire resources and to perform other tasks in order to fulfill job responsibilities.
L. A. Allen has defined delegation as an entrustment of a part of the work, or responsibility and authority to another, and the creation of accountability for performance. Responsibility is the work assigned to a person. Authority is the sum of powers and rights entrusted to make possible the performance of the work delegated. Accountability is the obligation to carry out responsibility and exercise authority in terms of performance standards established. It is the obligation of an individual to render an account of the fulfillment of his responsibilities to the boss to whom he reports.
For achieving delegation, a manager has to work in a system and has to perform following steps:
1. Assignment of tasks and duties 2.
By Yusop B. Masdal
I. INTRODUCTION
Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities (Blair, gerald 2002). However the person who delegated the work remains accountable for the outcome of the delegated work.
Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration, and confusion to all the involved parties.
According to O. Jeff Harris it is an authorization to a subordinate manager to act in a certain manner independently. The delegation of authority is the delivery by one individual to another of the right to act, to make decisions, to acquire resources and to perform other tasks in order to fulfill job responsibilities.
L. A. Allen has defined delegation as an entrustment of a part of the work, or responsibility and authority to another, and the creation of accountability for performance. Responsibility is the work assigned to a person. Authority is the sum of powers and rights entrusted to make possible the performance of the work delegated. Accountability is the obligation to carry out responsibility and exercise authority in terms of performance standards established. It is the obligation of an individual to render an account of the fulfillment of his responsibilities to the boss to whom he reports.
For achieving delegation, a manager has to work in a system and has to perform following steps:
1. Assignment of tasks and duties 2.