9609 · 7.1.3
Delegation and accountability flashcards
Revision flashcards for Cambridge 9609 Delegation and accountability (syllabus 7.1.3). Flip, recall, then mark a real past-paper question.
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Delegation?
Assigning authority and responsibility for tasks to subordinates.
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Accountability?
Ultimate answerability for outcomes — cannot be fully delegated upward.
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Abdication?
Dumping tasks without support or monitoring — not true delegation.
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Benefits?
Speed, development, motivation (Herzberg responsibility).
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Risks?
Errors, inconsistent standards, manager blamed if no oversight.
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When limited?
Crisis, inexperienced staff, legally sensitive decisions.
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Link to flat structure?
Flat orgs require more delegation (7.1.2).
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Exam tip?
Recommend delegation + training + KPI review — not abdication.
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Define 'Delegation' in a business context.
The passing of authority down the hierarchy to a subordinate to perform a specific task or make decisions within a given scope. The manager retains ultimate accountability.
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What is 'Accountability'?
The obligation of an individual or department to take responsibility for their activities and to be answerable for the results. In delegation, it is the manager's liability for the final outcome.
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What is the key difference between responsibility and accountability in delegation?
Responsibility for completing the task can be passed to a subordinate. Accountability for the final outcome cannot be delegated and always remains with the manager who initiated the delegation.
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List two reasons why a manager might be reluctant to delegate.
1. Fear of losing control or authority. 2. Lack of trust in the subordinate's ability to complete the task to the required standard, or the belief that 'I can do it better myself'.
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How does delegation act as a form of job enrichment?
It provides employees with greater challenge, variety, and responsibility in their role, allowing them to use a wider range of skills. This increases their sense of achievement and recognition, leading to higher motivation.
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What are the three key elements a manager must provide when delegating effectively?
1. Clear objectives and standards. 2. Sufficient authority and resources. 3. Regular feedback and support.
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How can delegation improve decision-making speed in a business?
By empowering lower-level employees to make operational decisions without seeking senior approval, it reduces bottlenecks and allows the business to respond more quickly to market changes or customer needs.
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What is the link between delegation and organisational structure?
Delegation is essential in decentralised and flat structures, where wider spans of control mean managers cannot micromanage. In tall, centralised structures, delegation is less common as authority is concentrated at the top.