When a new enterprise is created, at first, as a rule, its founders do all the work themselves. As success is achieved, which is reflected in an increase in sales volumes, an increase in the assortment and the creation of branches, the company’s management begins to realize that it requires good helpers with the right level of qualification and trustworthy. In other words, delegation of authority is necessary.
These two conditions cause the main problems. If professional suitability can be checked, although sometimes this is not an easy task, then the honesty of the hired employee always raises doubts, even if he has the best recommendations.
However, the volume of work can increase so much that delegation of authority becomes an extremely urgent task. There comes a time when it becomes objectively clear how good a leader is, because you can judge this by the results of his enterprise.
As a rule, the director, who, in front of the whole team, checks the work of the cleaning lady and makes her remarks herself, causes ridicule, though not always obvious. Such "democracy" is also unacceptable in those cases when the rank and file of managers becomes the object of attention of high-ranking officials.
The signing of ordinary supply contracts, personal “scribbling” of negligent employees, permanent employment with a general deterioration in the economic performance of the enterprise — these are typical symptoms of delegating authority to the organization incorrectly or simply out of the question.
The manager needs to deal with other issues, such as determining the strategic course of the enterprise, making serious decisions about the procurement of goods or production equipment, increasing or decreasing the number of staff, etc., and if he does not have enough time for these "trifles", then it's early or financial collapse will come later.
The problem of training and professional growth of employees is solved in the process of practical work, and if the initiative, even in solving minor issues, is constrained, then it is almost impossible to prepare qualified deputies, as well as to determine the degree of suitability of one or another member of the team for performing a particular task. And this is very important, because there are no people who know and know everything, and sometimes an ordinary manager can cope with a difficult task better than his leader, thanks to his special training.
Delegation of authority in management can be an excellent way of non-material stimulation, it will demonstrate the trust of the employee on the part of the leader, and will be highly appreciated.
There is another point that speaks in favor of the distribution of loads in the team. Not everything can be seen from a high bossy chair, sometimes problems are much more objectively assessed by those who have simpler chairs. Delegation of authority will help to effectively eliminate bottlenecks and, most importantly, do it faster. The manager must understand the essence of the task entrusted to him, independently decide how to carry it out, then he will become a real employee. In all opposite cases, it will remain "office plankton" and "biorobot".
If you need to give the shortest possible definition of the concept of " enterprise management ", then it will sound like "delegation of authority". Only for all managers it is very important to remember that it is authority that is delegated, not responsibility.