N5 Entrepreneurship Expert power


Expert power is the same as the expert power of a manager. The difference is that if a subordinate can succeed in making him/herself indispensable because of superior knowledge, skills or abilities, such a person has attained certain powers. That power might be used to request better financial rewards or limit the possibility of losing the job.


Financial power


A third source of subordinate power is financial power. A worker that is financially well off is less vulnerable to threats from a manager that he/she can lose his/her job if he/she does not comply with certain demands.


3.2 Delegation process


Delegation is the process whereby a manager assigns authority and responsibility to subordinates. This is a very important process because it is impossible for the small business manager to do all the work. Someone else must be entrusted to do some of the work. However, delegation is not simply a process of handing out tasks. It is a very complex process, which is result driven. The delegation process consists of three different but interrelated phases. It can be compared to the legs of a three-legged chair. Effective delegation requires that all three phases must be implemented.


Delegation


Responsibility Assign Tasks


Authority Power to perform


Accountability Obligation


Assign tasks or duties (Responsibility) Tasks may be assigned in terms of activities to be performed by the worker or results to be achieved. Care must be taken that guidelines of how to perform the task are clearly communicated to the delegatee (person to whom task is delegated). It is therefore evident that a manager is using delegation to get the work done. A good manager is a person who understands and uses delegation on a daily basis.


Granting authority


When a task is assigned to someone, sufficient authority must be given to act on behalf of the delegator. In other words, if you expect a worker to perform a task, everything that is necessary to perform the task successfully must accompany the assignment. For example, if a worker must perform a delegated task that involves fellow workers, those workers must be informed that their fellow worker is in charge. If not, their co-operation is not guaranteed and the task cannot be successfully completed.


Creating an obligation


When a task is assigned to a subordinate and the necessary authority is given, an obligation (responsibility) to perform is created. The delegatee is now responsible for the task and will be held accountable if it is not successfully completed. However, the manager cannot sit back and hope that the task will be completed successfully. Monitoring the process is very important. Misunderstandings, mistakes and other problems could prevent a successful completion. The earlier you detect problem areas, the easier and cheaper it is to correct them.


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