Mary Parker Follet defined managing as ‘the art of having things carried out through people. ' Which means that managers employ their personnel to perform responsibilities which will help achieve organisational goals without themselves performing the tasks that are managers and subordinates should totally collaborate. The management in most business and organisational actions comprises of preparing, organizing, leading and controlling for the purpose of accomplishing a goal. And Mary Parker Follet says the subordinates should be mixed up in process of managing as it helps in obtaining the organizational goals. Subordinates can be linked to part of supervision through abordnung. Delegation is a act of assigning formal authority and responsibility intended for completion of particular activities to a subordinate (James A Stoner and Charles Wankel 1986). This makes these people feel because part and parcel from the organisation because they would be presented the specialist to make any kind of decision on the spot. Delegation triggers subordinates to simply accept responsibility and exercise judgement thus it helps train subordinates and boosts their self-confidence and motivation to take effort. And also for managers, their particular duties will be reduced as they would have delegated some of their duties to the subordinates. In general, delegation saves money as making decisions is done quickly, help in building skills and motivate persons. However , managers may be reluctant to delegate as they fear a decrease of power in case the subordinate does too good at the work which the he has become assigned to accomplish. Also the managers will be accountable for the actions in the subordinates that is certainly if the subordinate makes errors the credit rating is given back in the delegator thus managers are hesitant to delegate as they tend not to want to take these chances. Hence delegation supports Mary Parker Follet's explanation as organisational goals could be met through delegation to some extent. The delegation authourity simply by individual managers...
Bibliography: Richard M. Directs and Lyman W. Parker, eds (1983), Motivation and work Behaviour Third model
Douglas McGregor (1960), The Human Part of Enterprise
Philip Drucker (1954), The Practice of Managing
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