1

IN1kCDUC1ICN
clLed from ?ong (1996 12) nowaday human reource managemenL l one of Lhe
faL growlng fleld ln Malayla whlle human reource developmenL l Lhe Lerm LhaL
belng ued ln Lhe Lralnlng and developmenL pracLlce 1hl LaLemenL how LhaL any
bulne belng operaLed wlLhln Malayla muL be able Lo pracLlce Lhe proper
managemenL and developmenL pracLlce ln malnLalnlng Lhelr bulne operaLlon
Law (2008 1) conLend LhaL Lhe deflnlLlon of LraLeglc human reource managemenL
and developmenL conlL of Lhe rule guldellne and prlnclple Lo develop good
manager wlLhln an organlzaLlon Manager l an lndlvldual who l ln charge of a
cerLaln group of La o he/he need Lo manage Lhe people LhaL wor under Lhem
ln Lhe efflclenL manner Managlng people l ealer ald Lhan done whlch lmllar Lo
whaL Mageldorf (1999) clLed from keLchum (nd) who ha argued LhaL managlng
people l noL [uL anoLher bulne dlclpllne uch a flnanclal managemenL
cuLomer ervlce and mareLlng lL l alo Lhe foundaLlon whlch all oLher dlclpllne
reL
Puman reource managemenL and human reource developmenL are Lhe Lwo
Lerm LhaL very common for any P8 manager bulne LudenL or anyone who
lnvolve wlLh Lhl parLlcular ub[ecL dlrecLly or lndlrecLly ccordlng Lo Pallnda (2009
181) Lhee Lwo Lerm brlng Lwo dlfferenL explanaLlon human reource
managemenL can be deflned a a proce of managlng human LalenL Lo achleve
organlzaLlonal goal meanwhlle human reource developmenL l erle of organlzed
program LhaL belng handled wlLhln peclflc Llme Lo produce Lhe behavloural
change Maln componenL ln P8M are recrulLmenL and elecLlon afeLy and healLh
compenaLlon and beneflL and anoLher elemenL l labour and lnduLrlal relaLlon
Llewhere P8u conlL of Lralnlng and developmenL organlzaLlonal developmenL
and alo career developmenL
Ceorge and Slngh (2000 28) polnL ouL human reource developmenL
programme and acLlvlLle urely become Lhe maln conLrlbuLor of Lhe
organlzaLlonal ucce P8u l belleved Lo become Lhe framewor for helplng and
alLlng employee Lo develop Lhelr peronal and organlzaLlonal lll nowledge
2

and ablllLle Cne of Lhe cruclal elemenL ln P8u l Lralnlng and developmenL 1here
are many beneflL of Lralnlng whlch ha been ummarled ln 1able 10 by Lhee Lwo
auLhor
1ab|e 8eneflL of 1ralnlng
enef|ts of 1ra|n|ng
1 8educe Llme Laen for employee Lo learn [ob compeLencle Lhereby reduclng Lhe
coL of learnlng on Lhe [ob
2 Lnure LhaL employee have Lhe requlred compeLencle (accordlng Lo Lhelr [ob
peclallaLlon) Lo do Lhelr La effecLlvely
3 rovlde ablllLle LhaL are conLemporary
4 Lnure [ob are underLaen accordlng Lo predeLermlned Landard
3 lL ln preparlng employee for new appolnLmenL of enlarged [ob role
6 uevelop peclalled lll
7 Pelp alLer aLLlLude
8 lL lndlvldual Lo develop Lhelr full poLenLlal
9 keep Lhe employee eager Lo develop hlmelf
10 Pelp lncreae ouLpuL
11 8educe error and waLage
12 Pelp reduce worrelaLed accldenL
13 lmprove [ob afeLy
14 lncreae [ob aLlfacLlon and reduce labour Lurnover
13 Pelp develop Leamwor
16 rovlde relevanL expoure and experlence requlred Lo lmprove [ob performance
17 lnculcaLe unlque aLLrlbuLlon neceary for organlaLlonal excellence
lnnovaLlvene creaLlvlLy dynamlm and enLhulam
18 Pelp lnLlll value uch a Leamwor wor eLhlc dlclpllne accounLablllLy and
cooperaLlon
19 Pelp aLLracL develop challenge and reLaln lndlvldual who are capable and are an
aeL Lo Lhe organlzaLlon
20 Pelp enure organlaLlonal effecLlvene ln an envlronmenL of change by enurlng
adapLablllLy and compeLlLlvene
Source Ceorge 1 and Slngh S ( 2000) nomoo kesootce uevelopmeot lo
Otqoolsotloos naLlonal lnLlLuLe of ubllc dmlnlLraLlon 8ulL klara
CommunlcaLlon lll problem olvlng ablllLy moLlvaLlon creaLlvlLy and leaderhlp
quallLle are ome of Lhe LralL LhaL employer uually requlred from Lhe propecLlve
candldaLe oLher Lhan Lhe academlc and Lhe Lechnlcal lll when Lhey wanL Lo [oln
Lhelr company Powever lL l noL a muL becaue ome of Lhe candldaLe may
develop Lhl lnd of aLLlLude afLer Lhey become parL of Lhe organlzaLlon lLelf
3

leaderhlp quallLle become one of Lhe maln elemenL ln Lhe LrongeL LralL
LhaL employee loo on ln a peron everyone muL equlp Lhemelve wlLh Lhl lll
Mangeldorf (1999 63) LaLe LhaL Lhe former preldenL of uelgn 8alc whlch had
revenue of 4 mllllon uennl 8roza ha paed Lhe polLlon Lo Llnda 8elmer who
ha LarLed her career ln Lhl company a a longLlme prechool dlrecLor who wanLed
a Lemporary ummer [ob Many La belng glven by 8roza Lo LeL Lhe poLenLlal
execuLlve' leaderhlp capablllLle lnlde her llrLly he ha belng elecLed Lo
become Puman 8eource ulrecLor afLer Lwo year worlng a a full Llme worer
Lhere L Lhl momenL 8roza wanL Lo ee her credlblllLy ln managlng people and
delegaLlng Lhe wor Lo Lhe Laff Second La l more challenglng whereby 8elmer
need Lo ln charge of one producL aL Lhe Lhlrd algnmenL he ha appolnLed agaln
by 8roza Lo become Lhe CperaLlon ulrecLor LaL La LhaL he need Lo pa wlLh
flylng colour l Lo held polLlon a vlce reldenL before he replace 8roza' place
a Lhe reldenL offlclally ln 1997
1he cae Ludy menLloned above repreenL LhaL Lhe delegaLlon apecL l Lhe
maln lmporLanL value here WlLhouL LruL and confldence Loward 8elmer 8roza wlll
never delegaLe hl auLhorlLy Lo Lhe peron LhaL he doen'L even have blood llne wlLh
Some employer relL Lo delegaLe Lhelr power due Lo ome reaon whlch wlll be
dlcued ln Lhl paper Lhoroughly a good employer and wanL Lo ee ucce
ahead wllllngne Lo delegaLe l very vlLal a lf lL l Lhe maln conLrlbuLor for Lhe
organlzaLlonal Lrlumph 1hl paper wlll cover Lhe lmporLanL elemenL ln delegaLlon
lLelf uch a Lhe concepLual deflnlLlon Lhe proce who lnvolved ln delegaLlon and
oLher ey feaLure LhaL relaLed o all Lhe manager and fuLure manager ouL Lhere
now delegaLlon l one of Lhe dynamlc facLor whlch really mae a unlL wor and
develop effecLlvely ln an organlzaLlon (eLer 1990)
rt of De|egat|on
uelegaLlon l alo an arL Lhough lL doen'L loo lle one WhaL doe lL mean by Lhe
arL of delegaLlon l becaue lL l polbly more Lhan anyLhlng ele whereby lL lle aL
Lhe hearL of good managemenL and upervllon a LaLed by eLer (1990 43)
4

reLon and Zlmmerer (1990 23) alo ald Lhl upervlory acLlvlLy l Lhe hearL of
every manager' [ob
uelegaLlon doe noL Land alone Lo delegaLe one' muL have Lhe auLhorlLy and
power lurLhermore employee muL be able Lo hold Lhe reponlblllLy LhaL belng
paed by Lhe upervlor and be able Lo acL ln proper way parL of Lhe lmporLanL
elemenL ln delegaLlon proce algnmenL can be deflned a Lhe dlLrlbuLlon of
wor LhaL each Laff member l reponlble for durlng a glven wor perlod (merlcan
nure oclaLlon 2003) noLher elemenL l reponlblllLy whlch belng explalned
a Lhe obllgaLlon Lo perform cerLaln La and duLle a algned by Lhe upervlor
LaL buL noL leaL l auLhorlLy lL mean Lhe leglLlmaLe rlghL Lo lead and dlrecL oLher
fLer he/he ha Lhe auLhorlLy Lo be glven and La Lo be algned Lo Lhe
reponlble peron o Lhe peron l ready Lo do Lhe delegaLlon LlemenL LhaL
hould noL be Laen for granLed ln Lhl proce l upervlor muL be able Lo anwer
for Lhe ae of Lhe ubordlnaLe' acLlon regardle of Lhe rlghL and wrong
ulfferenL counLrle wlll be pracLlclng dlfferenL Lyle of delegaLlon ccordlng Lo
1orrlngLon and 1an (1994 12) Malaylan companle placed hlgher value on
lndlvldual prlvacy and on lndependenL decllon malng whereby Lhey wlll rely on
manager' ablllLy Lo mae Lhe decllon even Lhough Lhe employee have been
delegaLed ulfferenL wlLh Lhe !apanee companle Lhey uually wlll pracLlce
parLlclpaLlve decllon malng or called tloqql proce ln Lhelr organlzaLlon
Meanwhlle Lhe upervlor ln korean companle uually wlll be alng Lhelr
employee' uggeLlon before malng Lhe flnal decllon whlch how LhaL even
Lhough Lhey don'L delegaLe La buL Llll Lhey Lend Lo pracLlce effecLlve leaderhlp
Lyle unlle Slngaporean companle Lhelr leaderhlp Lyle l auLhorlLarlan and Lhe
decllon malng parL Llll Lhe prlvllege of Lop managemenL only LlLher Lhey are
delegaLlng or noL delegaLlng buL Llll Lhe decllon malng l ln Lhe upper level'
hand llgure 10 repreenL Lhe lmporLanL elemenL LhaL lnvolved ln delegaLlon and
Lo become guldellne for any upervlor or manager LhaL wanL Lo pracLlce Lhl
concepL



3

I|gure LffecLlve delegaLlon yLem

Source Leonard L C (2010) oocepts ooJ ltoctlces of Moooqemeot 5opetvlsloo
LlevenLh LdlLlon SouLh WeLern Cengage Learnlng Maon

Conceptua| def|n|t|on of De|egat|on
Lncyclopedla of ManagemenL (2009) deflne Lhl Lerm a Lhe proce of glvlng
decllonmalng auLhorlLy Lo lowerlevel employee only ConLradlcLly
Lncyclopedla of Small 8ulne (2007) LaLe delegaLlon l a pracLlce of
Lurnlng over elLher lL l worrelaLed La or auLhorlLy Lo Lhe employee or
ubordlnaLe who refer Lo Lhe wor parLner or Lhe ame level worer
noLher deflnlLlon LhaL clLed from WeL Lncyclopedla of merlcan Law
(2003) delegaLlon acLlvlLy lnvolve endlng away a puLLlng lnLo commllon
Lhe algnmenL of a debL Lo anoLher Lhe enLruLlng of anoLher wlLh a general
power Lo acL for Lhe good of Lhoe who depuLe hlm or her a body of
delegaLe or anoLher explanaLlon refer Lo Lhe Lranfer of auLhorlLy by one
peron Lo anoLher 8ody of delegaLe repreenLaLlve and a depuLaLlon l
one more meanlng whlch ha belng lnLroduced by 1he Cxford oceL
ulcLlonary of CurrenL Lngllh (2009)
llndlng from Leonard (2010 397) reLon and Zlmmerer (1990 112)
lndlcaLe Lhe meanlng of delegaLlon l Lhe proce of enLruLlng duLle and
relaLed auLhorlLy Lo Lhe ubordlnaLe whlch l lmllar Lo Lhe decrlpLlon LhaL
6

carrled ouL by Lncyclopedla of Small 8ulne 1he Ludy by ?ul (1998 136)
ldenLlfle delegaLlon omeLlme regarded a a varleLy of parLlclpaLlve
leaderhlp buL omehow lL alo can become a pllL caLegory of managerlal
behavlour 8obbln and Punaer (2006 136) reporL delegaLlon and
parLlclpaLlon are Lwo dlfferenL Lhlng whereby ubordlnaLe need Lo mae
own decllon afLer lnvolved wlLh Lhe delegaLlon proce 1hough a upervlor
ha glven Lhe delegaLlon Lo Lhelr lower level employee buL lL doe noL mean
Lhey do noL need Lo upervle lL merlcan nure oclaLlon (2003 4) ha
come ouL wlLh more accuraLe deflnlLlon whlch lL l Lhe Lranfer of
reponlblllLy for Lhe performance of any La from one lndlvldual Lo anoLher
whlle reLalnlng accounLablllLy for Lhe ouLcome

,|sconcept|ons of De|egat|on
uump Lhe La and walL for Lhe ouLcome MoL of lnexperlenced
upervlor and manager may Lhln Lhl way reLon and Zlmmerer (1990
112) clalm delegaLlon doe noL mean neglecLlng Lhe leaderhlp lll lL
mean upervlor and manager geL Lhe moL from every employee lL l
Lrue Lhe upervlor l glvlng away hl/her auLhorlLy buL he/he muL puL
lnlde Lhelr mlnd LhaL Lhe employee Llll Lhelr reponlblllLy WhaL Lhe
employee do wlll reflecL Lhem for ure LhaL l why aL Lhl Lage a upervlor
and Lhe employee muL fully underLand Lhe concepL of delegaLlon o Lhere
wlll be no argumenL or mlunderLandlng beLween boLh of Lhe parLle
9rocess of De|egat|on
Leonard (2010 397) polnL ouL proce of delegaLlon conlL of Lhree componenL
whlch are algnlng duLle glvlng way auLhorlLy and alo creaLlng reponlblllLy 1o
be more precle 8obbln and Punaer (2006 136) have lnveLlgaLed LhaL Lhere are
fourLep procee before a peron purulng wlLh Lhe delegaLlon and all Lhe four
Lep are hlghly lnLerrelaLed acLlvlLle a reporLed by Longenecer (2011) ln hl
Ludy Lven Lhough lL l a fourLep proce buL lL l noL an eay proce becaue lL l
qulLe dlfflculL Lo have omeone LhaL wllllng Lo hare Lhelr power wlLh oLher wlLhln
7

an organlzaLlon Somehow human by naLure l greedy LhaL' whaL even mae lL
more compllcaLed
llrL and foremoL allocaLlon of duLle l needed ln lmpler word a peron muL
be able Lo puL alde whaL lnd of La or algnmenL hould be glven Lo Lhe
ubordlnaLe and of coure lL lnvolve elemenL of offer and accepLance whlch been
clalm by Palloran (1981 260) Slmllar Lo a conLracL of any agreemenL offer and
accepLance beLween employee and upervlor need Lo be clarlfy flrL fLer
allocaLlng Lhe auLhorlLle delegaLlon wlll Lae over aL Lhl Lage When an employee
accepL Lhe reponlble Lo handle Lhe La formal rlghL l belng paed down o Lhe
employee can acL on Lhelr own decllon 1he followlng proce l Lhe algnmenL of
reponlblllLy whlch mean Lhe peron who delegaLe muL glve enough auLhorlLy Lo
Lhe employee uch a glvlng Lhe rlghL dlrecLlon rlghL maLerlal rlghL lnformaLlon
and oLher 1o compleLe Lhl fourLep proce accounLablllLy of Lhe upervlor or
manager l very lmporLanL Cnce Lhe employee perform Lhe La Lhe upervlor
muL do Lhe follow up and mae ure everyLhlng l done ln Lhe rlghL way
Longenecer (2011) belleve ln Lhe performance feedbac Lo enure Lhe wor ha
been done ln a rlghL way and wlll produce Lhe preferable ouLcome 1o be much
clearer llgure 11 below how Lhe proce of delegaLlon
I|gure roce of uelegaLlon


Iour W|ves and Cne nusband Iormu|a
Wn superv|sors do not de|egate?
Leonard (2010 400) argue LhaL ome noL all manager wllllng Lo delegaLe
Pe ldenLlfle many reaon for lac of upervlory delegaLlon ome are good
one buL moL of lL l a poor one a agreed by reLon and Zlmmerer (1990
112) 1he good reaon happen Lo be when Lhe employee are new Lo Lhe [ob
and noL famlllar wlLh Lhe La becaue Lralnlng l noL glven o delegaLlon
hould noL be made unle Lhe upervlor wllllng Lo face wlLh lo and
llocaLlon of
duLle/ La
uelegaLlon of
auLhorlLy
lgnmenL of
reponlblllLy
CreaLlon of
accounLablllLy
8

unpleaanL [ob menLloned earller by Lhe Lwo auLhor poor reaon are
qulLe a number and lL ha been upporLed by Palloran (1981 262)
Supervlor deLermlned Lhemelve a Lhe experL ln Lhe fleld and Lhey
have eL ln Lhelr mlnd 'l can do lL beLLer' 'lf lL l Lo be done rlghL l have Lo do
lL' or 'Lhey cannoL do lL' llndlng from Leonard (2010 401) clearly peclfled
LhaL Lhl yndrome happen Lo be when Lhe upervlor clalm LhaL Lhe
organlzaLlon doe noL have quallfled employee Lo do Lhe La and mae
Lhem ound a lf Lhey are Lhe only human belng LhaL can do Lhe algnmenL
whereby reLon and Zlmmerer (1990 113) alo have Lhe ame oplnlon lle
hlm 1hl 'only me' aLLlLude and ?ul (1998 139) called Lhem a power
hungry manager really annoy Lhe worer becaue Lhl lnd of lLuaLlon wlll
mae Lhem loo really Lupld ln fronL oLher and do noL have chance Lo
develop Lhelr lll or experlence needed Lo enhance Lhelr career ladder
oor planner l anoLher reaon why upervlor relucLanL Lo delegaLe
oLher Palloran (1981 263) commenL Lhe poor planner hlmelf/herelf who
refer Lo Lhe upervlor can only delegaLe Lhe rouLlne and repeLlLlve La
becaue Lhey unable Lo preenL Lhee Lhree elemenL plan Lhe wor develop
Lhe meLhod and Lell Lhe worer nexL reaon l Lhe upervlor l Lhe doubLer
whlch mean he/he ha lac of confldence Loward Lhelr employee' ablllLy
and Lhl lnd of aLLlLude really dlfflculL Lo overcome (reLon and Zlmmerer
1990) cLlon pea louder Lhan word 1he upervlor who doe noL puL
LruL on you wlll eep alng on progre reporL and wlll come ouL wlLh own
oluLlon when problem arle 1he doubLer alo called a llp ervlce only
becaue when lL come Lo real [ob Lhe upervlor never leL go Lhe auLhorlLy
dlrecLly 1he only oluLlon l Lo glve away proper Lralnlng for Lhe worer or
geL a new one however Lhe lmporLanL Lhlng l Lhe upervlor hlmelf muL
learn how Lo belleve ln oLher' ablllLy and never neglecL Lhem a Lhey are parL
of Lhe organlzaLlon
8oomerang eLer rlnclple effecL l Lhe Lheory LhaL ha been
developed by Lawrence eLer refer Lo omeone LhaL belng promoLed due Lo
9

Lhelr level of lnefflclency (Palloran 1981) 1he LaLemenL mean Lhe elecLed
people LhaL become a upervlor l noL uually Lhe quallfled one a lf a good
lecLurer promoLed Lo polLlon of coordlnaLor buL may noL have Lhe quallLy of
an effecLlve delegaLor or leader '8oomerang effecL' glve you an ldea when
Lhe peron LhaL belng promoLed prefer Lo do Lhelr old [ob raLher Lhan new
one and cannoL leL lL go Lo omeone ele 1hough lL loo good becaue
havlng omeone o commlLLed Lo Lhelr wor buL ln a way he/he alo need Lo
leL go of Lhe wor reponlblllLy Lo oLher ubordlnaLe and wllllng Lo LarL a
new one
Wn subord|nates do not respond to de|egat|on?
ccordlng Lo reLon and Zlmmerer (1990 113) lac of LruL Lo Lhe
managemenL l Lhe maln reaon why ubordlnaLe do noL wanL Lo repond
Loward delegaLlon MoL probably Lhe employee have experlenced poor
delegaLlon wlLhln Lhe organlaLlon lrom lnLernal parL maybe Lhe employee
felL Lhey do noL have enough lll Lo accepL Lhe reponlblllLy glven 1haL l
why organlzaLlon muL provlde many Lralnlng coure Lo creaLe employee'
confldence Mc kay couple (2010) polnL ouL Lhe reponlblllLy hould be glven
gradually o LhaL Lhe employee can aborb all Lhe La glven noLher
moLlve for employee Lo re[ecL Lhe delegaLlon l Lhey are Lrylng Lo LeL Lhe
credlblllLy of Lhe upervlor hlmelf/herelf epeclally Lhe one who [uL goL
Lhe promoLlon Lo become one
WnLN you need to de|egate?
1hl l lmllar Lo Lhe poLenLlal advanLage of delegaLlon whereby a upervlor
now Lhe Llme Lo delegaLe ha come when Lhere are many Lhlng Lo be done
wlLhln Lhe ame Llme Whenever Lhe upervlor really concerned on Lhe
employee' developmenL he/he wlll pa Lhe reponlblllLy a lf Lhe
employee are wllllng Lo accepL all Lhe auLhorlLy glven noLher lmporLanL
lLuaLlon for delegaLlon Lo be preenL l Lhe lmprovemenL on Lhe quallLy
decllon malng SomeLlme Lhe peron LhaL relaLed Lo Lhe problem lLelf l
10

Lhe lmporLanL value Lo Lhe organlzaLlon whereby delegaLlon l a muLdo
acLlvlLy by Lhe upervlor
Wn1 to de|egate?

?ul (1998 140) reporL Lhere are ome guldellne on whaL Lo be delegaLed
good manager muL be able Lo recognlze employee' ablllLy and whaL lnd
of experLle LhaL Lhe employee have Lo mae ure Lhe La glven wlll be
performed well by Lhe elecLed Laff 1he upervlor need Lo Lhln Lwlce
when Lhey wanL Lo glve ouL Lhe hlgh prlorlLy La even Lhough he/he LruL
Lhe employee becaue Lhl lnd of La hould be done by Lhe upervlor
hlmelf/herelf Cnly urgenL La hould be glven Lo Lhe ubordlnaLe Lo
avold fuLure problem Pughe ClnneL and Curphy (1993 303) clalm even lf
Lhe upervlor allow Lhe auLonomy performance of Lhe employee hould be
monlLored efflclenLly buL noL Loo frequenLly becaue lL ha been argued by
Palloran (1981 263) LhaL Lhe upervlor wlLh Lhl lnd of aLLlLude called a
Lhe doubLer ddlLlonally upervlor cannoL eep all Lhe pleaanL La for
Lhemelve becaue employee hould be glven Lhe opporLunlLy Lo Lae over
Lhe La elLher lL l preferable or noL (?ul 1998)

nCW to de|egate effect|ve|y?
?ul (1998 142) agaln deLermlne Lhe ucce of Lhe delegaLlon wlll depend
on how Lhl upervlory acLlvlLy belng carrled ouL by Lhe upervlor 1o
delegaLe effecLlvely Lhe reponlblllLle hould be lnformed clearly Lo
ubordlnaLe and adequaLe auLhorlLy muL be provlded uch a Lhe cope of
auLhorlLy llmlLaLlon of auLhorlLy and o on 1ruL can be developed beLween
employee and upervlor when Lhe algnmenL belng clarlfled a belng
menLloned by 8obbln and Punaer (2006 138)
1he above lLuaLlon happen Lo be occurred before Lhe delegaLlon
Lae parL fLer delegaLlng Lhe auLhorlLle progre reporL l requlred for Lhe
manager Lo monlLor Lo whaL exLenL Lhe employee underLand abouL Lhe
11

La glven Pughe and hl Lwo frlend (1993 306) lnLroduce 'andwlch
Lechnlque' whlch mean negaLlve feedbac hould be puL beLween Lwo
'plece' of polLlve feedbac Meanlng here Lhe employee hould be aL eae
flrL before Lhe upervlor Lend Lo blame Lhe peron 100 on Lhe mlLae
belng done a ?ul (1998 144) agreed LhaL mlLae hould noL be Laen
erlouly becaue lL l parL of learnlng proce
ood and bad part of de|egat|on
dvantages of De|egat|on
LlLher lL l a mall bulne or blg bulne Lhe elecLed upervlor or
manager need Lo lmprovle Lhelr leaderhlp lll baed on cerLaln lLuaLlon
MoL of Lhe Llme Lhl upervlory lll l very eenLlal and play a ma[or parL
Lo enure Lhe bulne operaLlon wlll run mooLhly 1here are many reaon
why manager wllllng Lo delegaLe a whaL belng explalned by 8obbln and
Punaer (2006 137)
WlLh delegaLlon effecLlve and efflclenL Llme managemenL can be
achleved by manager ln Lhe organlzaLlon ?ul (1998 138) clalm overloaded
manager muL pracLlce Lhl upervlory lll Pughe ClnneLL and Curphy
(1993 301) malnLaln LhaL whaL Lhe leader can delegaLe Lhe leader hould
delegaLe 1hl l a remlnder for everyone who ha appolnLed elLher a a
leader upervlor or manager ueveloplng number of follower l one of
oLher beneflL for delegaLlon reLon and hl frlend (1990 114) clalm LruL
and repecL can be developed LhroughouL delegaLlon and LhaL l why Lhl l
Lhe alLernaLlve way for upporLlng Lhe employee' growLh CLher Lhan glvlng
chance Lo Lhe employee Lo mae Lhelr own decllon Lhe company alo wlll
have Lhe opporLunlLy Lo grow (Palloran 1981)
|m|tat|on of De|egat|on
Lmployee and Lhe upervlor muL really underLand Lhe llmlLaLlon of
delegaLlon Lo mae ure Lhey now Lhelr own reponlblllLy 1he Ludy by
Leonard (2010 398) ldenLlfle employee alway wonderlng around how far
12

Lhelr auLhorlLy exLend once Lhelr upervlor delegaLe Lhe La a good
upervlor he/he muL be able Lo explaln ln deLall whaL Lhe employee can
do and whaL donL 8en and !erry' co founder 8en Cohen ln ?ul' Ludy
(1998 139) whlch belng clLed from C'1oole (1993) who l very ucceful ln
empowermenL alo ald lL l omeLlme noL naLural Lo walL for Lhe employee
Lo anwer Lhe queLlon LhaL he already now 8uL omehow Lhl lnd of
llmlLaLlon l a good way of learnlng Lhough lL Lae ome Llme coL and
efforL good communlcaLlon beLween Lhe bo and employee alo play
cruclal parL ln delegaLlng acLlvlLy (reLon and Zlmmerer 1990)
Conc|us|on
ln ummlng up Lhe followlng polnL hould be Lreed and underllned uelegaLlon
urely l noL abdlcaLlon becaue upervlor Llll need Lo do follow up wlLh Lhe
elecLed employee Lo mae ure Lhe produced ouLcome l preferable a Lhey wanL
Powever upervlor muL be really concerned on Lhe way Lhey do Lhe follow up
becaue frequenL follow up wlll mae Lhe employee felL unLruLed
lrom Lhe wrlLe up we now how oLher counLrle pracLlce delegaLlon ln Lhelr
organlzaLlon furLhermore lL wlll help any upervlor or manager Lo deal wlLh
delegaLlon LarL from zero bal up Llll Lhe payoff from delegaLlon Cnce Lhey
maLered Lhl upervlory lll Lhey wlll be amazed by Lhe beneflL and ouLcome ll
upervlor have an obllgaLlon Lo delegaLe LhaL l why lL l lmporLanL Lo learn Lhl
lnd of lll o Lhey are noL ouL of Lrac LaL buL noL leaL each upervlor muL
remember LhaL every decllon belng made by Lhe employee wlll reflecL Lhe
upervlor hlmelf/herelf Someone ha ald LhaL delegaLlon mean worlng
yourelf ouL of a [ob and lL l very Lrue becaue omeone LhaL wllllng Lo delegaLe
people l Lhe peron who really don'L mlnd harlng hl/her experLle wlLh omeone
ele and Lhl lnd of aLLlLude l very ldeal for any upervlor or manager for Lhe
organlzaLlon Lo become ucceful


13

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