Question

Why do some managers have difficulties in delegating authority? Why do you think this problem might be more pronounced in small businesses?

Answer 1

People working down the line need some amount of authority delegated to them , to get done , the responsibilities , entrusted to them.

This authority needs to be just right and in adequate measure, so that the concerned employee does not feel hands-tied & unable to perform effectively.

Too much authority without adequate responsibility is equally bad ,as too little authority with high responsibilities.

That said, the authority delegated from people in higher positions ,ie managers ,also depend, to a very large extent, on the outlook & approach of the latter, towards the entire concept of delegation of authority.

The managers may have one or the other ,or a couple of , the following difficulties, in delegating some of their authority , to people, lower down in the line to them:

1.they may be perfectionists--with the line of thinking that only they can do things in a way that it should be done & others may not take that much care ,to the details of the issue.

2.They may not believe in the capacity of the people down the line--to accomplish a certain task.

3.Or, they themselves do not know how to explain & involve others in the work-at-hand --so end up doing by themselves, for fear of being exposed , as not-a-good -manager.

4.Fear of being overtaken by the subordinates, in the evnt of them, doing the work , more efficiently.

5. Fear of acknowledging, appreciationg & encouraging others'work --which he feels might diminish his importance ,in the eyes of his superiors.

6. May be running short of time --so may find it fast-track to do it on his own.

This problem might be more pronounced in small businesses

1. As the manager knows almost all the employees & their capabilities --he is sometimes discouraged to delegate.

2. Again, the perfectionist in him, wants to do the work , in the most optimum way.

3.Because of the smallness of the business, the manager has everything in his finger-tips & can do things on his own.

4. By not delegating & doing all by himself, he is more likely to be noticed, acknowledged & suitably rewarded , by the top management or even the owners.

5. So, he wants to take full credit ,for the work, all to himself & be in the lime-light always--- creating a sense of indispensability to the owners.

6. Again, fear that the other person , may gain some of his place , with his superiors/top management/owners.

7. Thus , he may be

really genuine because of the smallness of the business   or

would like to make himself indispensable, for certain kinds of jobs or

genuinely a difficult job , which others may struggle to do, or

a genuine lack of time,within which the job needs to be accomplished.