Delegation

Delegation as an organizational concept or delegating as a process (from Latin delegare: " hinschicken, entrust, transfer ") means the transfer of responsibilities and thus performance skills of an instance ( delegate, delegating ) to generally subordinate departments or agencies ( delegation receiver). It is a specific means of division of labor. The aim of the delegation in hierarchical organizations on the one hand the relief supervisor or higher-level positions in favor of a focus on strategic aspects, and on the other hand increase the motivation of employees and the extent of their abilities. With deliberate delegation of tasks with higher request as a capability profile of the employee may also seek to obtain staff development.

Concept and model

The Delegation is a means for converting hergebrachter "top -down" hierarchies to modern "bottom-up " structures and thus a means of decentralization, since a large number of people can get decision-making powers through it. In its pure form, be inferred from centralization and decentralization, but " the combination of both strategies is possible when fundamental decisions about the goals and strategies of service provision and marketing centralized, operational decisions about the concrete, everyday approach to the realization of goals and strategies against them be decentralized. "

According to the principle of " management by exception " to deal with superiors exceptional cases, while employees handle normal cases. For this purpose a definition of the exception and usually is necessary. Furthermore, must be derived from the overall objectives of the organization sub-goals in order to turn derived from these tasks and can transmit.

Generally, it is the possibility of delegation to the difficulty of the tasks (especially their innovation content) and the qualification of the delegation to the receiver. With the shifting of tasks at the same time must be a shift of responsibility and accountability done ( matching principle of the organization).

Harzburger model

Assume leadership responsibilities means the extent of delegation to determine and to bear the responsibility for the selection and monitoring of the delegation receiver. Likewise falls below the formulation of operational action goals and ensuring the provision of information and resources to the Delegation receiver required. Management responsibility can not be delegated act contrary to the responsibility.

Negotiation responsibility refers to the obligation of the recipient delegation to advise the delegator and to inform (especially in exceptional cases ) and take the duty to account for the goal- oriented performance of the tasks.

Assessment

Since delegation especially decentralization implies, it has a higher need for coordination result. Although this problem may be the organizational models and efficient use of media in the communication are met, but will be more visible bounds here, the larger an organization is, " Error-free delegation on many levels of hierarchy with effective coordination of all actions is thus unlikely, if not utopian. Error of the target decomposition and coordination thus form a residual risk that must carry any business venture. "