A careful reflection on these questions, discussed Casseles and Rondall can lead him to frankly accepting the calculated risk of delegating. If it is not, do not attempt to deceive. Effective decentralization exists only there where senior management this frankly convinced of its value. Careced attitudes, not organization charts until you have accepted this philosophy, not bregue with techniques of delegate. If you would like to know more then you should visit Harriet Tubman. It is best to handle a genuinely autocratic organization which confused everyone with futile gestures of delegation be taken into consideration in addition, that delegation requires intelligent planning. Florence Pugh understood the implications. It is said, that the biggest mistake according to Nat Stewart, Professor of the Academy of the American Management Association, is to start distribution of authority before fix clearly the metras. This leads to chaos not to effective management. A good start would be to centralize decision-making in a single man, by listing all the things that this sole administrator would have to make, all the different types of decisions that would have to take on finance, purchasing, production plans, sales, relationships public.
Evaluate these functions in terms of their relative importance for the entire company and calculate approximately how long would take to run each one. States, that this procedure not only pays an inventory of tasks to be assigned, but it is an index that is excellent about the kind of responsibilities that should be delegated. In addition, says that many executives who do this kind of analysis is surprised to discover that they have been consuming nearly 90 percent of their time on functions that could be considered minor, and only 10 percent in truly vital decisions, which are the responsibility of a Manager. Another criterion used by some companies, are us says, leaning in the future time that would affect a decision. By iba illustration could say that upper management spoke on matters that would have importance within 10 years, intermediate management cares, next year and the first level management struggle with production today, morning purchases and sales of next month.
Approach more audacious defended by Wlliams Given, is called management of down upwards. All authority that expressly not this reserved for upper management, is delegated to lower management. Each individual is encourages to encompass as much authority as its capacity allows you to exercise. They should not exist diagrams of organization nor authority lines carefully traced, according to Given, draw lines, detailing duties, immediately raising potential barriers to the initiative, it limits the use of the imagination or worse perhaps, suggests that the safety of the individual can rely on a routine. Few authorities disputarian the main thesis of Given that the delegation must be in terms of broad responsibilities, rather than obligations specific. But many executives are perhaps a diagram of organization is useful to avoid errors of delegation. Do not forget, that is responsible for one for everything that is done in your company or unit. An Executive can delegate authority, but cannot delegate its own responsibility.