DELEGATION OF AUTHORITY AS A STRATEGIC TOOL FOR MANAGEMENT EFFICIENCY
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DELEGATION OF AUTHORITY AS A STRATEGIC TOOL FOR MANAGEMENT EFFICIENCY
Chapter one
INTRODUCTION
1.1 Background Study.
One of the goals of establishing a business organisation is to achieve a competitive edge and generate profit. Employees that do not carry out their given obligations may find it difficult and time-consuming to attain organisational goals. Thus, employee performance is a critical factor in achieving organisational goals.
According to Al-Jammal, Al-Khasawpeh, and Hamadat (2015), employees who are engaged in their job and devoted to their companies provide critical competitive benefits such as increased productivity and lower employee turnover.
As a result, it is not unexpected that the majority of today’s organisations seek to incentivize employee commitment by transferring managerial authority to them. Because of the competitive character of company activities
which can be linked back to globalisation, the duty of carrying the load of those activities cannot be done only by the firm owner(s) or managers. As a result, some responsibilities must be shifted or delegated to staff, so reducing the stress and pressure on the firm owner(s) or managers.
Delegation of authority is one of the latest trends used by managers. Its function stands out in terms of contributing to and growing employee motivation while also delivering favourable returns for (an organisation with a management) and (an employee with a client).
On the organisational level, it achieves a competitive advantage, boosts knowledge inventory, and improves productivity and job completion speed. On the manager level, it reduces functional burdens, increases employee happiness, and fosters cooperation and trust between manager and employee, allowing the manager to devote more time to more important tasks.
As a result, it decreases the physical and intellectual efforts made by the manager and other staff. On the employee level, it focuses on establishing functional empowerment, developing alternative and administrative leadership, and instilling people with self-confidence and enthusiasm for excellence in performance.
On the client level, it responds quickly to their needs, and delivery or provision of services is not delayed owing to delegation authority. Giving the consumer a better level of care and attention, enhancing the customer’s perception, and fostering loyalty and mutual respect for an organisation and the products that it produces.
According to Al-Jammal et al. (2015), delegation of authority has an impact on the organisation, the manager, and the workforce. They believe that delegation of authority has a positive impact on organisations in terms of achieving a competitive edge, increasing productivity, and improving task completion effectiveness.
Similarly, they indicated that delegation of authority has reduced the manager’s functional obligations while also fostering collaboration and confidence between the management and the staff, resulting in employee satisfaction.
Thus, it reduces physical and intellectual efforts exerted by managers and other employees; on the level of an employee, they stated that delegation of authority works on achieving functional empowerment, constructing alternative and administrative leadership, making employees feel self-confidence and motivation for excellence in performance;
and on the level of a customer, delegation of authority meets the needs of customers quickly, delivering or providing the service Previous investigations include Al-Jammal et al.
(2015) and Kombo. Obonyo and Oloko (2014), Kiiza and Picho (2014), and others have demonstrated that the use of delegation of authority will improve employee effectiveness, managers will be able to maintain their job positions and preserve the process of facilitating business affairs, employee loyalty, and performance efficiency.It also helps managers alleviate the pressure of running the business.
Yukl and Ping Fu (1999) established that greater delegation will result in the following factors: competency of the employee, sharing of managers’ task objectives by the employee, longstanding and positive relationship of the manager with the employee, and the status of the lower-level persons.
Managers who choose to do everything hamper their own productivity; limit their employee performance; and any contribution they do make as managers is often accompanied by frustration.
Thus, delegation of authority to managerial activities or practices is critical for improving employee performance and accomplishing organisational goals.
1.2 Statement of the Problem
Delegation of authority occurs when a manager assigns a task to one of his employees and confers the necessary authority. Employee misuse of power is one of the most significant impediments to delegation of authority. Some employees let the short-term authority handed to them to get into their heads, resulting in misbehaviour.
One of the challenges that a manager faces when delegating authority is deciding which employee to allocate duties and authority to. A manager cannot do all tasks, but one of the challenges is the dread of transferring duties to an inadequate person.
It highlights the reality of service delivery delays to citizens, reviewers, and routines from the perspective of researchers based on customer thoughts in order to obtain a variety of services, functional job methods, and technical tasks completed by Nestle PLC employees
which leads to the capacity to spend a long time with customers and reviewers to obtain the required services. So the purpose of this research is to look into delegation of authority as a strategic instrument for management efficiency.
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