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Book part
Publication date: 1 August 2019

Valentina N. Parakhina, Olga A. Boris, Galina S. Shelkoplyasova and Gelani I. Khanaliev

The purpose of the chapter is to develop and substantiate the necessity for delegating authorities in the process of decision making in modern business systems, as well as…

Abstract

The purpose of the chapter is to develop and substantiate the necessity for delegating authorities in the process of decision making in modern business systems, as well as conditions, principles, and criteria of successful delegation in view of the applied approach. The methodology of the chapter is based on the method of analysis of causal connections, which is used for determining the necessity and essence of delegation, evaluating and comparison of the possible concepts and means of its implementation in the process of decision making, and studying the managers' opinions for determining the problems of delegation. This allows determining the conditions and criteria of successful delegation and developing an optimal set of principles that allow for effective implementation of the process of delegating authorities. As a result, the authors determine conditions and limitations that determine the possibility of delegating authorities in the process of decision making and offer criteria of successfulness of the process: preliminary task setting, interest and readiness of employees, briefing, written form of delegating authorities for complex and responsible tasks, accessibility of any necessary information, support from manager, and controllability of the process and result. The concepts of delegation are studied, and priority of its new model is established. Based on this, 11 principles of successful delegation were formulated: determination of goal, certainty, parity of rights and responsibility, adequate support, motivation of effective solutions, participation, “finite character,” structural limitations, complex nature of tasks, succession, and vision of perspective.

Complexities of the process of delegation in the process of decision making in business systems are described – their knowledge helps developing own styles of delegation and improving it.

Details

Specifics of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-78756-692-7

Keywords

Book part
Publication date: 2 August 2022

Robert Cameron

This chapter examines one of the specific manifestations of political–administrative relationships, namely the delegation of powers to managers. The first part of the chapter is a…

Abstract

This chapter examines one of the specific manifestations of political–administrative relationships, namely the delegation of powers to managers. The first part of the chapter is a literature review of political–administrative relationships in both developed and developing countries. This is followed by a discussion of the framework for delegation in South Africa that was laid down in the late 1990s. Next is an analysis of the implementation of delegation in the 2000s, along with the National Planning Commission recommendations in 2012, which has led to a resurgence in delegation initiatives. There is a well-developed government monitoring system of delegation that has led to some improvement in compliance with delegation, but the overall delegation levels are on the low side. Delegation to officials is often thwarted by Ministers who wish to retain control and/or promote patronage. Further, in some cases, managers lack capacity or are unwilling to manage and take responsibility for delegated authority.

Book part
Publication date: 23 November 2016

Jennifer C. Coats and Frederick W. Rankin

Despite the benefits of delegation, anecdotal and survey-based evidence suggests that firms do not optimally delegate decision-making authority. However, to date, no quantifiable…

Abstract

Purpose

Despite the benefits of delegation, anecdotal and survey-based evidence suggests that firms do not optimally delegate decision-making authority. However, to date, no quantifiable evidence supports this claim.

Methodology/approach

We design an experiment to explore the superior’s choice between delegation and information elicitation. We also examine the effect of the superiors’ choice on the amount of effort provided by subordinates to gather decision-facilitating information.

Findings

We find that, compared to economic predictions, superiors delegate less often than they should. Subordinates exert lower effort when superiors elicit information than when superiors delegate the decision to them. As a result, superiors earn lower profit when they elicit information than when they delegate decision-making authority.

Research implications

Our empirical evidence supports two main tenets espoused in the literature on the allocation of decision rights. First, the evidence of under delegation contributes to the literature which maintains that superiors’ tendency to under-delegate leads firms to become overly centralized.

Originality/value

By designing a novel experimental, we identify systematic ways in which behavior deviates from economic theory and contribute to the discussion on how firms utilize information. In particular, under delegation prevents firms from exploiting economies that arise from local capabilities and task specialization, and results in forgone profits.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-1-78560-972-5

Keywords

Article
Publication date: 22 June 2022

Um-e Rubbab, Sayyed Muhammad Mehdi Raza Naqvi, Muhammad Irshad and Ramsha Zakariya

The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research…

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Abstract

Purpose

The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research by proposing felt obligation for constructive change, an underlying mechanism through which supervisory delegation enhances teachers’ voice behavior.

Design/methodology/approach

This study tested the interactive effect of felt obligation for constructive change and voice climate on teachers’ voice behavior. The proposed model is supported by proactive motivation theory which states that environmental factors lead to motivational states which further result in employee proactive behaviors. In this study, 415 teachers with their 74 supervisors (head of departments) from educational institutes completed the surveys. Structural equation modeling was used to find the results.

Findings

The results supported the mediation and moderation hypotheses, which proved that felt obligation for constructive change mediates the relationship between supervisory delegation and teachers’ voice behavior, and voice climate moderates the relationship between felt obligation for constructive change and teacher voice behavior.

Practical implications

This paper will provide an insight to the practitioners about the role of supervisory delegation for engagement in employee voice. This paper will also help managers understand that the workplace effectiveness can be enhanced by creating opportunities for employees to voice their concern.

Originality/value

This study recommends that head of departments at the workplace should cultivate an environment that is conducive for their faculty for engaging in voice behavior for improved functioning of educational institutes. Findings provide an insightful approach on organizational strategies in the form of supervisory delegation to trigger voice behavior among employees to meet the uncertainty of the ever-changing business environment.

Details

European Journal of Training and Development, vol. 47 no. 7/8
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 28 February 2019

Joshua Thomas Hanna, Alexandria K. Elms, Harjinder Gill, David J. Stanley and Deborah M. Powell

The purpose of this paper is to examine how leaders’ behaviour and subordinates’ personality can impact subordinates’ feelings of being trusted. Feeling trusted by one’s leader is…

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Abstract

Purpose

The purpose of this paper is to examine how leaders’ behaviour and subordinates’ personality can impact subordinates’ feelings of being trusted. Feeling trusted by one’s leader is associated with increased performance, organisational citizenship behaviours and job satisfaction (Baer et al., 2015; Lester and Brower, 2003).

Design/methodology/approach

Participants read a vignette in which a leader’s behaviour was manipulated and then rated the extent to which they felt trusted. Participants in Sample 1 consisted of 726 undergraduate students with work experience, and Sample 2 consisted of 1,196 people with work experience recruited over CrowdFlower, a crowd-sourcing website.

Findings

Results from both samples indicate that a leader delegating a task increases subordinate felt trust, for Sample 1 p<0.001, d=0.75 and for Sample 2 p<0.001, d=0.90. Further, subordinate felt trust increases when the task delegated is of high importance, for Sample 1 p<0.001, d=0.42 and for Sample 2 p<0.001, d=0.58. The likelihood of the delegated task resulting in negative outcomes and subordinate propensity to trust have negligible effects on felt trust.

Originality/value

Despite the organisational benefits of felt trust, it is still unclear how to elicit subordinates’ felt trust. This study is one of the first to empirically examine leader behaviour that may lead subordinates to feel trusted in the workplace. These findings support theoretical underpinnings of the relational leadership model and the risk-based model of trust.

Details

Leadership & Organization Development Journal, vol. 40 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 July 2016

Paul R. Lyons

The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the…

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Abstract

Purpose

The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition.

Design/methodology/approach

Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority.

Findings

Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented.

Originality/value

This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

Details

Human Resource Management International Digest, vol. 24 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 1 February 2002

Hettie A. Richardson, Allen C. A mason, Ann K. Buchholtz and Joseph G. Gerard

Despite its strategic importance, researchers have given little attention to when CEOs are willing to delegate decisions to top management team members. Prior studies and…

Abstract

Despite its strategic importance, researchers have given little attention to when CEOs are willing to delegate decisions to top management team members. Prior studies and conventional wisdom suggest that CEOs will be more willing to delegate in times of good performance. Drawing from prospect theory, we suggest an alternative view: that CEOs will be risk‐averse and, therefore, less willing to delegate when their firms have performed well. Our findings provide support for both perspectives.

Details

The International Journal of Organizational Analysis, vol. 10 no. 2
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 24 May 2011

Thomas E. Johnsen

This paper proposes and empirically investigates two strategies that companies can employ to involve indirect suppliers in new product development (NPD): supply network delegation

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Abstract

Purpose

This paper proposes and empirically investigates two strategies that companies can employ to involve indirect suppliers in new product development (NPD): supply network delegation; and supply network intervention. The implications of the two strategies are explored.

Design/methodology/approach

The paper brings together the traditional NPD literature, organizational behaviour and organizational economics literature, and reports on three in‐depth case studies of NPD projects, involving 39 semi‐structured interviews across three supply networks.

Findings

The findings reveal different manifestations of the two strategies of supply network intervention and delegation, when applied as part of supplier involvement in product development, and positive and negative indications of delegation and intervention, depending on the actor perspective: manufacturers perceive a need to control the product development process across several supply network tiers through intervention in supplier selection and communication, but these actions are likely to “tie the hands of the suppliers”.

Practical implications

Managers are advised to explicitly delegate decisions to suppliers, for example, by issuing parts approval lists and encouraging communication and problem solving amongst suppliers, and to exercise caution in applying the intervention strategy.

Originality/value

The paper contributes to a better understanding of how to involve indirect (sub‐) suppliers in product development, and the implications of these actions for multiple supply network actors.

Details

International Journal of Operations & Production Management, vol. 31 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 3 August 2015

Therese Anne Joiner and Lynne Leveson

With the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of…

Abstract

Purpose

With the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of assumptions about the transferability of these practices into other cultural settings. The purpose of this paper is to focus on one such practice, delegation, and explores its relationship to leader-member exchange (LMX) relationships and work outcomes in a non-Western organisation.

Design/methodology/approach

Participants (186) were Chinese subordinate managers in a large transport company in Hong Kong. Data were collected via questionnaire and analysed using a path-analytic model.

Findings

The data supported a direct and indirect path between delegation and job satisfaction and an indirect path only between delegation and job performance where LMX was the mediating variable. The results highlight the importance of LMX in the delegation-work outcomes relationship.

Research limitations/implications

The limitations of using a single site for investigation, cross-sectional data and common method bias are discussed in relation to suggestions for future research.

Practical implications

For the company in question, quality LMX relationships are seen as key for improving delegation-work outcome relationships particularly in terms of the potential to “soften” the autonomy requirements of the delegation process for Chinese subordinate managers.

Originality/value

This research adds new knowledge to the literature about the conditions under which delegation may be effective in improving subordinate job satisfaction and performance through the agency of enhanced LMX relationships in a Chinese work context.

Details

Leadership & Organization Development Journal, vol. 36 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 April 2018

Markku Jokisaari and Jukka Vuori

Organizational socialization refers to the process by which newcomers learn to perform in their role and adjust to work after organizational entry. Unfortunately, there is little…

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Abstract

Purpose

Organizational socialization refers to the process by which newcomers learn to perform in their role and adjust to work after organizational entry. Unfortunately, there is little knowledge regarding organizational socialization from the supervisors’ perspectives, although the importance of supervisors in newcomer socialization is one of the most robust findings in the field. The purpose of this paper is to examine how supervisors’ perceived organizational support (supervisor POS) and the quality of their working relationships with newcomers (supervisor leader-member exchange (LMX)) relate to the delegation of authority to newcomers and how delegation in turn relates to newcomers’ work adjustment.

Design/methodology/approach

A sample of new employees completed questionnaires that included delegation and socialization outcome measures. Supervisors evaluated their POS and the quality of their working relationships with newcomers (LMX).

Findings

The results showed that supervisor POS moderated the relationship between supervisor LMX and delegation. Specifically, supervisors with high POS showed delegation to newcomers irrespective of their LMX. Conversely, when supervisors’ POS was low, a high LMX was related to delegation. The results further showed that delegation was positively related to newcomers’ role clarity, organizational knowledge, and job satisfaction. Finally, the results showed indirect effects of supervisor LMX on newcomers’ role clarity and job satisfaction through delegation contingent on supervisor POS.

Originality/value

This study showed that a supervisor’s social exchange relations both with the organization and with a new employee are important in the delegation of authority and responsibility to a newcomer and that this delegation in turn relates to newcomers’ work adjustment.

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