The process of delegation bears a lot of benefits for the organization. For instance; it produces better outcomes. For any organization to produce the best of their employees, the administration needs to harness their members’ particular expertise and desires. What is the point of employees then when you will not utilize them and do the tasks yourself? Even if you are the best individual at work, sometimes you don’t have the resources or time to give care to certain aspects of activities resulting in poor results.

Therefore delegation smoothens out the finishing of work efficiently. You can also be the fastest man on the job, but since you have loads of work piled up and are under stress, another employee can complete the job way before you can clear the previous pending work to come to the situation. “When making a conscious effort to find more time for themselves, managers need to take account of their availability for consultation with subordinates, superiors or colleagues and for ensuring effective processes of communication” (Latham, 1991)

Delegation not only resolves issues but it also increases team productivity. We are all human and cannot possess knowledge of every discipline, neither is our brain strongest in every aspect. Some are better at mathematics, while others are better at verbal communication. When you find yourself in a situation that is stressful to you, there is definitely someone in the team who finds the task easy and the best way to resolve the situation is to delegate the work to them. As you climb the ladder in the company, you will face many multidisciplinary practices where you may not have any experience, being successful at delegation becomes much more relevant.

One of the key drivers of employee satisfaction is to learn something new and advance in a field. Due to which delegation can be used to motivate and inspire your staff. Being an official, you should be able to recognize a tedious job for your employee, which can be an exciting prospect for them. Thus creating an environment where subordinates are involved in the planning and decision making process. (MULLINS, 2010)

According to (Tulgan, 2001), ‘The key to empowerment is effective delegation; giving individual contributors ownership of tangible results.’

The process of delegation is illustrated below: (MULLsINS, 2010)

• Phase 1: Setting objectives, procedures and policies. Figure out the duties to be assigned. A framework must be established In order for the acceptance of authority.
• phase 2: Figuring out who to give authority and responsibility to. This is up to the manager to discuss and negotiate with the employees and to allot the area of work in which the employee is expected to achieve results.
• Phase 3: Giving guidance, and training if necessary. Once the responsibilities have been set, it is necessary to give the employees training and inform them who to consult for further help.
• Phase 4: Coming together on one page for monitoring and review procedures, and standards. The manager should agree on the amount of supervision and time limit for delegation needed.
• Phase 5: Supervise subordinate, while giving them freedom of action. That does not mean the manager monitors every step of the employee that is contradictory to delegation. The employee should be given freedom to act however it should be ensured targets are met.
• Phase 6: Reward & assessment. Examples include, bonuses, improved job satisfaction and reduction of work stress. Promotion can be considered too.

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