Delegating authority

One could trace at random the experiences of some people who are rather stingy in sharing part of their authority to their subordinates, even if the organizational structure would allow. This is rather tenuous with the older generation. Their fear is obvious; if they are to delegate a portion of their power to the next person, chances are that they will be snatched off their jobs by the rather sharp and younger elements; and, this is not ridiculous at all since the worst has happened in some cases.
After all, in a bureaucratic situation where the ultimate power rests with a few top people, it will not be surprising if such a thing would take place. However, this does not insinuate that such a state of affairs would be tolerable any more. If such a practice is a result of ignorance, knowledge about power and the distribution of authority would certainly correct the mistake from recurring in today’s world of enlightenment and in a regime of strict ethics and anti-corruption practices.
This is rather important for those who go to businesses with some or no knowledge about management and create organizations of substantial size. It is the presence of such organizations and the motive of achieving the objectives of these organizations that compel the owners to distribute their formal authority throughout the organizational structure. As the owners only could not do all the planning, implementing, marketing, and the management aspects of the business, and as they are unable to do alone all the publicity and location representation, the need of delegation comes into the picture.
The word delegation implies the assignment to another person of formal authority or legitimate power and accountability for carrying out specific activities. The delegation of one’s authority by the business or organization owner to employees is necessary as explained above for the efficient and effective running of any organization. This is simply because no owner, manager or director can personally and alone accomplish or supervise effectively or to a full extent the organization.
Among the advantages of delegation, one can be sure of installing confidence building mechanisms among employees throughout the organization. Next comes qualitative changes in the processes of production and services and qualitative output is sure to result as per the plan, since there is job-satisfied man-power along the lines of effectiveness and efficiency. The other advantage of delegating results from clear delegation of responsibility and accountability which has an impact on the conscious implementation of appropriate salary and wages as well as other benefits and motivational schemes.
Such delegation of authority is the immediate source of positive and creative thinking for the employees of any organization. A well-motivated work-force, be it in the office or in the field, is prone to take the organization as its own and there will never be negative attitudes or feelings of indifference. Belongingness becomes the vocabulary of the employees, and henceforth, the intrapreunerial attitude of work will be the governing character of the organization.
Therefore, at this crucial period of the Ethiopian economic revival, owners and managers of organizations should develop openhearted approaches towards the importance of power and authority delegation to their subordinates. However, delegation requires the educational and normal preparation and disposition as precedent factors.
There are, of course, barriers to delegations, which owners or managers are sometimes seen as exercising, such as lack of confidences in their employees, or disorganization and lack of confidence in their own abilities. However, the Ethiopian overall development efforts will be faster with timely placement of delegation of power and authority all along the productive and service lines.