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Delegation Process

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Why are the concepts of responsibility, authority, and accountability closely related? Why can’t a supervisor’s personal accountability be delegated? Why are many supervisors reluctant to delegate? What benefits typically accrue to a supervisor who learns to delegate? Responsibility, Authority and Accountability concepts are closely related because these are the essential factors for a person or a team’s success and advancement. To be able to reach a goal or objective proper implementation is a must (which includes concept of authority) there should be a leader to take in charge and delegate the work. Then comes Responsibility, that the person whom he has given the task should be reliable and dependable. Third, the accountability, the person who took the responsibility will also be accountable for whatever result his actions take him. It remains the supervisor’s responsibility to formulate certain ­policies and objectives, to give general directions for the work unit, to appraise employee performance, to take disciplinary action, and to promote employees. (Leonard pg. 338)

It is important to recognize that the process of ­delegation is delicate. It is not easy for a supervisor to part with some authority and still be left with the responsibility for the workers’ performance. The supervisor must achieve a balance among too much, too little, and just the right amount to delegate without losing control. In some situations, supervisors must resort to their formal authority to attain the objectives of the department or pro-vide direction to employees who require close supervision. Supervisors at times have to make decisions that are distasteful to employees. Delegation does not mean a supervisor should manage a department by consensus or by taking a vote on every issue. (Leonard, pg. 343)

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