CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter talks about the background of the study statement of the problem and the problem tree, research questions and or hypothesis, research goal/aims and objectives, rationale/motivation/justification/significances and structural outline of the study/organization of the study.

1.1 Background of the study

Delegation is widely accepted as an essential element of effective leadership. However our understanding of delegation has been largely restricted to North America organization (Yulk1994, Pellegrini and Scandura). There is certainly a sample evidence to support the view that cultural values influence the way leaders behave and cultural values difference evoke subtle yet powerfully yet different leadership behavior and leadership styles (Micheal, 1997, Hempel, 2001, Hong and Scandura, 2004). Thus delegation may be effective in some cultures and not in others. As noted by the Pellegrini and the Scanduru, 2006, there is a paucity of leadership practices, such as delegation. We argue that delegations is more like the effective within subordinates who are actually more comfortable with a paternalistic management style where the boss directs subordinates on work tasks. Moreover, subordinates are accustomed to taking orders and delegation is not sought nor desired (Hui, law and Chen, 1990).

The process of assignment of specific work to individuals within the organization and giving the right to perform those works with the delegation, it is about entrusting someone else to do your job. Delegation of authority means division of authorities and power with another person/worker mainly subordinates. It is one of the most significant concepts in leadership practices which affects leadership functions. Delegation means to get the results with the help of someone else. The expansion of business volumes and diversification of business by a single leader. Therefore, the concept of delegation of some leadership authority to subordinates come into the practice in present day business organizations. Here the leader delegates some of his authority to the subordinates.

The top level management only plays the role of supervision and visits them to provide guidance, suggestions and instructions. It minimizes the work load of the leader and also develops the overall working efficiency of the organization.

The concept of delegation may appear straight forward. However anyone with the experience of  work situation is likely  to be aware of the importance of delegation, successful delegation and the consequences of badly managed delegation. Successful  is a social skill, where managers lack skill or do not have a sufficient awareness of people perception, there are two extreme forms of behavior which can result; at one end is the lack of meaningful delegations, subordinates staff are only permitted to operate within closely defined and often routine areas of work, detailed supervision, staff are treated as if they are incapable of thinking for themselves and giving little or no opportunity to exercise responsibilities.

At the other end there can be an excessive zeal for so called delegation when a manager leaves subordinates to their own resources, often with only minimal guidance or training and expects them to take the consequence of their own actions or decisions. These ‘super delegation’ tend to misuse the practice of delegation and are often like the Artful Dodger. Somehow, such managers often contrive not to be around when difficult situations arises, such a form of behavior is not delegation, it is an abdication of the manager’s responsibility.

Either of those two extreme forms of behavior can be frustrating and potentially stressed to subordinates, staff and unlikely to lead to improve organizational effectiveness, the nature of delegation can have a significant effect on moral, motivation and work performance of staff. In the synod office, the only way to get work done effectively is through delegation but can even such an important practice as delegation can be misused or over applied.

At the individual level, delegation is the process of entrusting authority to others through the various levels of the organization. It is arguably possible to have delegation upwards. For example, when a leader temporarily takes over the work of a subordinate who is absent through illness or holidays. It is also possible to delegate laterally to another leader on the same level. However, delegation is usually interpreted as a movement down the organization; it is the authorization to undertake activities that would otherwise be carried out by someone in a more senior position. It does in effect change the shape or actual operation of the organizational structure. In any event delegation is still an essential process of management. As trainer example pointed out in the age of empowerment, the ability to delegates are critically important.

Leadership is the process by which individuals are influenced so that they will prepared to participate in the achievement or organizational and group goals. It is therefore the role of the leader to obtain the commitment of the individual for the achievement of these goals.

1.2 Statement of the problem

With so many good reasons for delegation there are bound to be some problems especially when leaders do not carry out proper delegation, the main issue is that some managers and leaders are; reluctant to delegate which arise in the leader’s belief in an assumption about human nature and behavior. Some leaders are so poor in delegation because to them nobody does it better than they do. Lack of training in that some leaders may not have been trained in the skills and art of delegation. This therefore becomes a problem that needs clarification and understanding.

1.3 Research Questions and or Hypothesis

In every quest for knowledge there must be some guides on what is to be done, so this report is not left out, thus   the following questions will be posed.

1. Do employers/subordinates know exactly what delegation is all about?
2. Is delegation important in effective leadership in an organization?
3. The reasons for lack of delegation and how they can be resolved?
4. Who to delegate?

1.4 Research Aims/objectives

1.4.2 Aims

The aim of the internship was to blend theoretical or classroom work with practical field work experiences; which is a requirement by the Ministry of Higher Education for the Management of the University of Buea.

1.4.3 Objectives

1. To investigate if leaders and other superior workers actually effect delegation in their job or work place.
2. To highlight up to date way effective delegation that will increase superior subordinates relationships in the work place.
3. To ascertain knowledge about delegation in the synod office.
4. To give recommendation regarding in the synod office.

1.4.4: Testing the Hypothesis

H0: Delegation is not an effective tool for leadership

 H1: delegation is an effective tool for leadership.