Delegation ELEMENTS
With delegates we mean the activities of a manager for assigning subordinates to do the job than managers who are concerned, and at the same time provide power to subordinates so that subordinates can perform those tasks as well as possible or be accountable for things that are delegated to him .
From the above it is clear that restrictions in the delegation process has three elements, namely duties, powers, and accountability (responsibility, authority, and accountability).
In the first stage, a manager in the process of delegation gives assignments (responsibility), and power (authority) to subordinates.
Duty or responsibility is work to be done by a certain positions, while the power or authority is a right or authority to decide all things related to their functions.
In the second phase, subordinates who accept the duties and powers of these managers perform tasks using the power it receives.
In the second phase, subjects provide accountability (accountability) to the person who mendeleger the duties and powers.
Provide accountability means providing reports how a person do their job and how he uses the authority given to him. Thus, accountability is the provision of statements of how the duties performed and how power is used.
Of the three delegations elements above description, it is clear that authority (authority) and responsibility (duty) can be delegated, while accountability (accountability) can not be delegated. In other words, a leader who delegated the responsibility, but he remains responsible for carrying out its task will be the best.
On this Beishline, say the following:
"Within the limits of his authority, a commander can delegate the implementation details that must be executed by the powers to subordinates are concerned, but the delegation had not released him from his overall responsibility for personal or work unit under his command."
Or as it said on another page in his book: "Although the source of the higher echelons of delegating power to lower it does not absolve the higher echelons of responsibility.
Furthermore, it is clear that the manager may not delegate all their duties and powers to his subordinates, as well as unlikely that a manager does not mendeleger duties and powers. The characteristics of each organization is that every manager mendeleger little or a lot of duties and powers to his subordinates.
With delegates we mean the activities of a manager for assigning subordinates to do the job than managers who are concerned, and at the same time provide power to subordinates so that subordinates can perform those tasks as well as possible or be accountable for things that are delegated to him .
From the above it is clear that restrictions in the delegation process has three elements, namely duties, powers, and accountability (responsibility, authority, and accountability).
In the first stage, a manager in the process of delegation gives assignments (responsibility), and power (authority) to subordinates.
Duty or responsibility is work to be done by a certain positions, while the power or authority is a right or authority to decide all things related to their functions.
In the second phase, subordinates who accept the duties and powers of these managers perform tasks using the power it receives.
In the second phase, subjects provide accountability (accountability) to the person who mendeleger the duties and powers.
Provide accountability means providing reports how a person do their job and how he uses the authority given to him. Thus, accountability is the provision of statements of how the duties performed and how power is used.
Of the three delegations elements above description, it is clear that authority (authority) and responsibility (duty) can be delegated, while accountability (accountability) can not be delegated. In other words, a leader who delegated the responsibility, but he remains responsible for carrying out its task will be the best.
On this Beishline, say the following:
"Within the limits of his authority, a commander can delegate the implementation details that must be executed by the powers to subordinates are concerned, but the delegation had not released him from his overall responsibility for personal or work unit under his command."
Or as it said on another page in his book: "Although the source of the higher echelons of delegating power to lower it does not absolve the higher echelons of responsibility.
Furthermore, it is clear that the manager may not delegate all their duties and powers to his subordinates, as well as unlikely that a manager does not mendeleger duties and powers. The characteristics of each organization is that every manager mendeleger little or a lot of duties and powers to his subordinates.