In simple terms motivation is
needed to get the job done with 100% commitment and determination from the
staff, so that no stone unturned in achieving the set objectives. Without
motivation, no participation would be happened in the decision making process,
which would turn out to be pseudo-participation and non-ownership by the
people, resulting from half-hearted working. In that case workers will not
deliver 100% of their efforts and capacity, meaning wasting resources or under
utilized manpower. In monetary sense they are overpaid!
Delegation is necessary when
duties and responsibilities are expanded and diversified. When staff and
workers are trained and skilled and understand when and what to do, meaning the
experience curve is strong. By delegating managers could focus different other
functions leaving more routine jobs to the subordinates. In the subordinates’
perspectives, delegation means having power, position and honor in their jobs.
They know what to do and how to do it, so, more experienced ones help others by
instructing the jobs features, natures and ways and means. The outcome is cost
effectiveness, quality and timely accomplishments.
How the delegation is done in Bangladesh:
- In Bangladesh the most neglected or
reluctant parts of leaderships are the delegation. We very correctly understand
the meaning and value of delegations, not the realm of ‘delegation of
authority’. Only in the private sector where the growth of sole tradership
risen up to the level of corporate stages both in terms of business growth,
potentials and size. Only those top or CEO understands the meaning and
consequence of delegation as the he gone thru’ all these. But those who are in
the main stream of management normally do not have time to spare on the issue
of delegation of authority, as no management research or focuses are done on
the issue from top. Consequently, overstressed and inefficiency grows on or
decaying affectivity of the jobs assigned are frequently blamed on.
The impact of delegation on the motivation of staff:
Organisations where the jobs are thankless and
subjective assessment of performance is practiced, it is very difficult to
implement the proper delegation of authority. Management in top deems to prove
that they are doing everything or rather get them done. So, the subordinates
rather like bee-workers, their only jobs and responsibilities to do what the
management orders and ask them to do without having any sorts of delegating
authority to exercise, pros and cons of this practice is – jobs are done at the
minimum ‘it goes ok’ level rather not ‘done excellent’. Because no pro-active
suggestive work methods and objectives do not normally suggested; meaning ‘why
should I go for that’ or ‘let’s do and go.’
While the top management will never get it whether the job is done
excellently or ordinarily. The man down the line would carry ‘why should I do
that’ or ‘that’s not my job’ or ‘I’m not paid for that’ feeling in mind.
Although some people do not agree to that point of view, particularly if they
are newly recruited into the organization or rather living far away from the
understanding of the reasoning, slangier ‘stupids’.
Frederick Hertzberg’s theory – 6 satisfiers all of
which are achievable thru’ delegation. In Bangladesh the job is get done by
assigning or passing the job to subordinates and the credit wholly confiscated
with eloquence with the accessibility leverage by the Mid or top managers, this
is for two reasons- i) Managers shallow selfish career, ii) The actual
performer or accomplisher might ask for benefits and promotion subjects to
situations and circumstances allows.
Hence, not even
a thanks or verbal recognition is offered to the subordinates, considering it a
part of their regular jobs, in fact which might not be the case.
perception of management not appreciating is they could be too happy to sloppy
to their routine works or not trying themselves to develop further with
What is to be
done for a proper delegation?