delegation

Business Horizons, 1991

1994

Importance of effective delegation in a startup or small-scale IT organizations, 2022

Effective Delegation is a management technique that is used to improve productivity and efficiency in an organization. It can be considered as a concept of distributing workload and authority among responsible stakeholders within an organization. It is important to get the maximum out of the resources in an organization. Hence the distribution of work or tasks and at the same time sharing the responsibility and authority is essential [1]. In a start-up, the most important aspect is to have an inaugural hierarchy that can drive the initiative as well as trust each layer in the line of command and share tasks and obligations effectively. Especially in the IT industry, where the software, firmware and hardware project deliveries are the utmost important phenomena, the effectiveness in delegation has a major role to play.

Journal of Leadership Accountability and Ethics, 2012

This study examined 14 articles in trade publications and professional journals, published between 1985 and 2010, that specifically addressed the management practice of "delegating authority." The goal was to determine if there are meaningful changes in the advice authors gave their readers over the years or, if similarities in their prescriptions persisted. Findings show that authors provided a plethora of advice to their audiences on delegating authority. Furthermore, findings show that there are five key similarities in the semantics on delegating authority which authors used. In advising their readers on the topic of delegating authority, the authors prescribed that: 1) a process occurs in steps or stages; 2) results will contribute to greater organizational benefits; 3) selection of the ideal person who can accomplish a task is essential; 4) transferable authority, task specificity and trust are crucial; and 5) good communication between delegator and "delegatee" is essential. A four stage reconfiguration of the delegation process is presented.

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Journal of Organizational Behavior, 1999

Few studies have identi®ed determinants of delegation and consultation. To investigate this question further, we surveyed managers and subordinates in two samples and interviewed managers individually or in focus groups. The use of delegation and consultation with individual subordinates was determined in part by characteristics of the subordinates and the manager±subordinate relationship. More delegation was used for a subordinate who was competent, shared the leader's task objectives, had worked longer for the manager, was a supervisor also, and had a favorable exchange relationship with the manager. Consultation with a subordinate was predicted by goal congruence, subordinate job level, and quality of the leader±member exchange relationship. The managers acknowledged that developing subordinates and empowering them to do their work were important reasons for delegation, but many managers were reluctant to give up control over important decisions or assign an important task to an inexperienced subordinate.

Academy of Management Journal, 1986

This research examined predictors and consequences of delegation. Participtuils were 44 supervisors and 198 claims adjusters employed in 19 branch offices of a large insurance company. Delegation was operationally defined as the dollar level of authority exercised by adjusters Io settle claims. Results indicated that supervisors' perceptions of subordinates, the volume of supervisors' workloads, and the importance of decisions were significant predictors of delegation. In addition, subordinates' job competence and congruence between supervisors' and subordinates' goals moderated the effects of delegation on suhordinates' joh perfonnance. Neither supervisors' personalities or predispositions to share authority nor suhordinates' satisfaction were significantly related to delegation. Implications of tbe findings for research on participative decision making and leadership are discussed.

Lecture Notes in Computer Science, 2004

In an organizational context the norms that apply to an agent depend on the roles he holds in the organization. The deontic characterization of structural roles is defined when the organization is created. But an organization is not a static entity. Among the dynamic phenomena that occur in an organization there are interactions between agents consisting in a transference of obligations or permissions from an agent to another. These kind of interactions are called delegation. In this paper we analyze different ways in which delegation occurs in an organizational context. We argue that the concept of "agent in a role" is relevant to understand delegation. A deontic and action modal logic is used to specify this concept.

2011

I praise my Lord for He has guided me and strengthened me throughout my PhD journey. 1 was fortunate to have Professor Zhen Xiong Chen as my supervisor and chair of my committee. I would lii<e to express my sincere gratefulness for all his guidance, support, encouragement, and patience throughout my PhD journey. My thanks also go to my PhD committee members Dr. Thomas Kalliath and Hui Wang for serving in my PhD committee. I would also like to extend my thanks to Khalid AlAbri and Riyadh AITamami for their great help during the data collection process, and to all participants in this study for their time and willingness to share information. 1 would also like to thank Jerry Marmen for his help with data analysis. 1 appreciate his time teaching me how to use the data analysis software. My heartfelt love and thanks to my mother Aisha, my wife Azhar, and my children Mohammed, Hamza and Omar and all other family members. Their patience, being far away from me for so long, and their prayers were greatly needed and always supportive all the way through. As an expression of my deepest love, I dedicate this thesis to them. Finally, I would like to thank Sultan Qaboos University for sponsoring my doctoral study at the Australian National University (ANU). 1 would also like to thank the School of Management, Marketing and International Businesses at ANU for the additional funding they provided me towards completing my PhD study.