1. Delegation is the authorization to a manager to act in a
certain way independently. The degree of delegation puts a manager
to act within the limits prescribed by his superior. Moreover,
withing the limits he is not free to act arbitrarily but subject to
provisions of organisational policy, rules and regulation.
Delegation has a dual characteristic. A superior delegates
authority to subordinates, however a superior at the same time still
retains authority. As Terry has observed, 'it is something like
imparting knowledge. You share with others who then possess the
knowledge, but you still retain the knowledge too.
Authority once delegated can be enhanced, reduced or withdrawn
depending upon the requirement. The changes in organization
structure, organisation climate, policy, procedure, and method
require modifications in delegation of authority. Since, authority
is delegated to an individual, the authority can be recovered back
fully in the case of his exit from the organisation.
A manager cannot delegate authority which he himself does not
process. Moreover, he does not delegate the entire authority to his
subordinates because if he delegates all his authority he cannot
5. Delegation may be specific or general.
Similarly, it can be written or unwritten. Delegation is specific
when course of action for specific objectives are specified; it is
general when these are not specified, though objectives are