In business management, question number 25 reads "Folls Delegation is all about responsibility and authority." Discuss the reasons for...

The definition of delegation from a business point of view refers to, "A means of vertical coordination that involves the assignment of part of a manager’s work to others along with both the responsibility and the authority necessary to achieve expected results (http://www.iienet2.org/Details.aspx?id=2190)."  In this framework, delegation accomplishes several goals.  The first is that while it is a "top down" traditionalist structure of business, it does allow for some empowerment of other workers.  Note that delegation involves "assignment of part of a manager's job" to others.  This allows for subordinates to feel that they have a stake, a defining role, in the successful execution of the company's function.  This can create for empowered workers, galvanized by their new sense of responsibility.  Additionally, delegation helps to create a culture of shared duty.  If it is done accurately, delegation helps the company culture in that it allows subordinates or assistants to fully understand the purpose of hierarchy.  If they see that the delegated tasks they are accomplishing are merely one portion of all of the manager's tasks, then there is a healthy respect for authority present.  This does not work if the leader delegates everything out so that s/he does nothing.  If this is the setting, resentment and toxicity in the world place soon settle quickly.  Finally, delegation allows a mentoring program to take place.  If the manager or boss delegates to someone else and that person is successful, more responsibility can be given, and a great role in management can be assumed.  This "grass roots" notion of power succession from the bottom up can be very good for the culture of a company, its morale, and the idea that all participants have a stake in the successful execution of a company.

The success of delegation emerges form the authority and power of a leader.  This is not something granted in title.  The "boss" might not necessarily have power and authority in the eyes of their subordinates.  Authority and power are separate from "title."  In order to gain power in the vision of a delegation of authority model, the leader must have rapport with the subordinates.  They have to "know" their workers, the components of the machine which allows the company to succeed.  They cannot be perceived as "out of the office" and unreachable nor can they be perceived as "only in the office" and unreachable. The leader has to have the power and authority over workers in their willingness to connect with workers.  Interpersonal skills in the accomplishment in this is critical. The leader must also possess vision in order to have authority and power.  They must be able to manage both the Status Quo (the present) while charting an effective course for the future.  With both rapport and vision intact, leaders will have power and authority, possessing the ability to delegate responsibilities effectively, as well as creating a culture where success for all translates into success for the company.