The process of delegation involves the following steps:
- Determination of results expected– First of all, a manager has to define the results he wants to obtain from his subordinates for achievement of organisational objectives.
- Assignment of duties– The manager then assigns specific duties or tasks to each subordinate. He must clearly define the function of each subordinate. While assigning duties and responsibilities, he must ensure that the subordinates understand and accept their duties. Duties should be assigned according to the qualifications, experience and aptitude of the subordinates.
- Granting of authority– Assignment of duties is meaningless unless adequate authority is given to subordinates. They cannot discharge their responsibilities without adequate authority. Enough authority must be granted so that subordinates can perform their duties. By granting authority, subordinates are permitted to use resources, to take decisions and to exercise discretion.
- Creating accountability for performance– The subordinates to whom authority is delegated must be made answerable for the proper performance of assigned duties and for the exercise of the delegated authority. The extent of accountability depends upon the extent of delegation of authority and responsibility. A person cannot be held answerable for the acts not assigned to him by his superior. An information and control system is established to check and evaluate performance of the subordinates to whom authority is delegated.
Thus, duty, authority and accountability are three fundamental components of delegation. All the three phases of delegation are interdependent. ‘These three inevitable attributes of delegation are like a three-legged stool each depends on the others to support the whole and no two can stand alone.”