1 1. Authority should commensurate with responsibility. T .- to the subordinate should be in proportion to Be tonics assigned. It is not correct lo say that antlloritN shot71d be equal to re. difi a person can never be given exactly a s much authontN as the assl- n =- acre some authority has to be withheld and cannot be delegated. FDr ax_= a director of personnel delegates responsibility for wage and salary - - to the manager of wage and salary but he must withhold authors.rail planning, orgauisahon, coordination motivation to personnel. Authorih can be delegated commensurate NN ith ream .
2. Responsibility cannot he relegated. When the deieg lutes authority to the subordinate, responsibility for accotnpltsl mer.r -iii Ads inch lute The person ma the delegation ahvays remains acco- --e i. r is superiors for that which: he has delegated. Since respmrsiln.li.., No c. be delegated, the delegator is accountable for the acts of suborder- -e r. r xnch rigidity of principle can be modified by common sense in m rti .zr inst.mce.
3. There should be m7 dual subordination. For delcEa co an TtN a :d responsibility each person should be accountable on v to or.e Signor it' a subordinate reports to two superiors on the same respons.bf ire _omu,iu friction inevitably result. In case of dual responsibilih the suar7irnc is never sure which superior will ask hhn to account for n hi h --MUNCIE. act N at. Since demands, of different supenors can be different. he can Eel ssfN two different bosses even if he tnay hand e the problems ir. z NN Rammer whatsoever The subordinate may receive conflicting orders ar d may not be able to pie 7se any boss.
Nt'ui'l- he ca n easily delegate, ire NN'i.l ford hirrrscif buried in . outir;- u -.; i 3 OiZ the othei ire id. he delegates responsibility anei arrthorhy al clr he si d
exercise Irirnself it will jeopardize his leadership and bring disorgansai.cr and conflicts To avoid the two extremes tlrc rnaoagcr should ana JN se his iob and deLennine: ;
(i) tasks wlticll cannot be delegated (job of plan,oi!lg controlling, policy ma and coordination cannot be delegatedJ.
(pi) tasks which can be delegated to others (tlie job of adniinistrati r of tlicies can be delegated),
(ii) tasks NN loch are of routine nature and rir;rst be delegated
T he N. ork of routine natl;re7.whicll does not relate to pQ!iey ma or cc strop a_ should t e delegated. A large part of cxecutivc's work consists of
ctitities which are subsidiary- to Irisprintary task, for exarr.ple, the work like -hat of grarrting sanction etc. with the framework ol'laid down policies should A- delegated
There are certain tasks Which can be delegated but with care These' relate to arimiilistr;iticTr of policies, Where the policies Itave been decided beforehand and they have to be irilpieinented only; such work can be delegated it is essential that even such tasks should be dclega(ed only if the manager has confidence DT his subordinates and the snbordi!tates has e been properly !rainied to accept those responsibilities,
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