Delegation means the transmission of decision authority of an instance (delegating one) at (usually) subordinated instances/places (delegation receivers).

The term of the delegation

Traditional conceptions of the singular guidance person, who gives "„from above "“instructions, are incompatible with the principle of the delegation. It is a means for the change of the traditional top down hierarchy (instructions from top to bottom) to a modern bottom UP hierarchy (reports from bottom to top). It is thus a means for decentralization, since now a majority of persons and operate these can to have decision authority again, if they have the power in addition, delegation. In its purest form centralization and decentralization exclude themselves naturally, but "„the combination of both strategies becomes possible, if fundamental decisions over goals and strategies of the achievement production as well as - marketing centralizes, which operational decisions are decentralized over the concrete, everyday procedure for the implementing of goals and strategies against it. "“

According to the principle management by exception are concerned higher ranks only with exceptional cases, while lower ranks worry about the normal cases. For this it is necessary that is defined exactly, what by an exceptional case and which is to be understood by a normal case. If this succeeds, then one can count on a clear discharge of the top managements. Further the total goals of the organization must be divided into Subziele over from these again tasks to derive and to transfer be able.

In principle the possibility of the delegation with the difficulty of the tasks (above all its innovation content) decreases and increases with the Qualifaktionsniveau of the With the task misalignment a misalignment of the authority and responsibility must likewise take place (congruence principle, according to which task, authority and responsibility must cover themselves).

The delegation model

At the delegation a specific division of labor between superiors and coworkers takes place. By the delegation it comes to a division of the responsibility between delegations and delegation receivers. Therefore the so-called guidance responsibility, the delegation receivers the executing responsibility (also execution responsibility) is incumbent on the delegation.

The delegation problem

Particularly in the sociology is the reversal of delegation as delegation problem admits become. One goes of it out of under delegation only handed over from tasks to others and not to untergebene is meant can this problem occur. With each choice or also teamwork is delegated work and responsibility to others - without which one would have to pick out from it directly a hierarchy. If however the work were delegated, usually regarding a facilitation of work or a like it comes sometime increased to a reversal. The tasks to someone were delegated before by that again back are at one time delegated. The substantial problem to it is that the power of decision of the group, in subtle way, to which Deleganten turns into.

Guidance responsibility

Guidance responsibility take over means the extent of the delegation to determine and the responsibility for the selection and control of the delegation receivers to carry. Likewise under it the formulation of operational action goals and the guarantee of the supply of the necessary information fall for the delegation receivers. Guidance responsibility is not delegatable against the executing responsibility.

Executing responsibility

By executing responsibility one understands to advise and inform the obligation of the delegation receiver the delegation (particularly into unusual cases), to put the obligation down account about the purposeful fulfilment of the tasks.

Advantages

• Quantitative and qualitative discharge of the superordinate places;
• Fewer staff places;
• Smaller communication expenditure;
• Concentration of the top management on strategic aspects;
• Decisions, where consequences become directly effective;
• Utilization of existing abilities of the coworkers;
• Increase of the motivation of the coworkers and thus exhaustion of their achievement potential;
• Young managers can train promptly decisions;

Problems/disadvantages

• Higher need at qualified coworkers;
• Increased co-ordination expenditure;
• Increased conflict potential;
• Necessarily increased result control;
• Cancelling of the delegation: the delegation intervenes in the field of the delegation receiver, without this would be really necessary (e.g. by continuing requesting for reporting);
• Danger of the excessive demand individually, thereby frustration and demotivation;
• Increased stress by responsibility;
• Back delegation: the delegation receiver gives it transferred task back (this can take place also unterschwellig, e.g. by means of constant obtainment of the opinion of the superior);
• Danger that the reporting concentrated on cases of negative of principle (as per management by exception) and thus success messages become impossible. This can affect the motivation of the delegation receiver perhaps negatively and lead to back delegation.
• Insufficient perception of the guidance responsibility;
• Underestimation of the actual delegation possibilities;
• Surrounding field-referred discrepancies;

As already said delegation means above all decentralization, whereby the latter brings again a co-ordination need with itself. This co-ordination problem can by organizational models and by medium employment, which makes nowadays efficient communication possible, meet, but become also here borders all the more visibly, an enterprise is the larger: "„Error free delegation over many levels of the hierarchy with effective co-ordination of all actions is thus improbable, if not even utopian. Error of the goal dismantling and - co-ordination form thus a residual risk, which must carry each enterprise "“

Literature

• Train-to-live: Organization. 3. Aufl. Munich: Franz Vahlen, 2002. ISBN 3-8006-2825-2
• Bittel, L.R.: Management by exception, New York, San Francisco, Toronto, London 1964.
• Grochla, E. /Vahle M./Puhlmann, M./Lehmann, H.: Discharge by delegation. Manual for the application of organizational measures in medium-size enterprises, Berlin 1981. (ISBN 3-503-01987-1);
• Largely, G.F.: Chief discharge. Principles and techniques, 4.A., Munich 1963.
• Guserl, R.: The Harzburger model: Idea and reality, 2. Edition, Gabler publishing house, Wiesbaden 1976, (ISBN 3-409-38131-7)
• R./Bhme, G.: The way to the delegation of responsibility in the enterprise - a stage plan, 5.Auflage, publishing houses for science, economics and technology, bath Harzburg 1979, (ISBN 3-8020-0207-5)
• Green: Organization. In: General management economics, service specialized publishing house, Vienna 1990, (ISBN 3-85428-170-6)
• Green: Delegation. In: Hand dictionary of the guidance, Poeschl publishing house, Stuttgart 1987, (ISBN 3-7910-8028-8)

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