9609 · 7.1.3
Delegation and accountability — FAQ
Frequently asked questions for 9609 Delegation and accountability. Direct answers first, then deeper explanation — then practise with marking.
Isn't delegating just giving your unwanted work to someone else?
This is a common misconception. While it may involve passing on tasks, effective delegation is a planned developmental process. It involves entrusting a subordinate with the authority to make decisions, providing them with resources and support, and aiming to build their skills and confidence. Simply 'dumping' unwanted tasks without support is not delegation; it is abdication and poor management.
If a manager delegates a task and the employee performs it badly, isn't it the employee's fault?
While the employee is responsible for their performance, the manager remains accountable for the overall outcome. A good manager will analyse why the failure occurred. Was the employee poorly chosen? Were instructions unclear? Was training inadequate? Simply blaming the employee is a sign of poor management. The manager is accountable for the entire delegation process, including selection, training, and monitoring.
Can a business have too much delegation?
Yes. If delegation is excessive or poorly structured, it can lead to problems. This can occur if the organisational structure becomes too decentralised, leading to a loss of central control and inconsistent decision-making across the business. If managers delegate tasks that are core to their strategic function, or delegate without adequate oversight, it can lead to a lack of coordination and a failure to meet key objectives. Delegation must be balanced with appropriate control and monitoring.