ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS SEPTEMBER 2012 VOL 4, NO 5

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1 SURVEY AND RANKING PROPER EXECUTION STAGES OF DELEGATION AUTHORITY PROCESS AND ITS RELATIONSHIP WITH RATE OF EFFECTIVENESS (CASE STUDY: MUNICIPALITY REGIONS OF MASHHAD) DR. MASOUD TAHERI LARY AND SEID REZA NOURI AND EHSAN RAJABIAN DEPARTMENT OF PUBLIC MANAGEMENT, MASHHAD BRANCH, ISLAMIC AZAD UNIVERSITY,MASHHAD, IRAN This research is supported by Department of Public Management, Mashhad Branch, Islamic Azad University,Mashhad, Iran Logo is used on request of researcher as per university requirement Abstract The purpose of this study, survey and ranking proper execution stages of delegation authority process and its relationship with rate of effectiveness in Municipality regions of Mashhad is. To achieve the objectives of the study, the delegation authority process to assess, the appreciation, control, dialogue, planning, preparation stages division has been used. Survey of the questions and hypothesis shows that; between preparation and appreciation stage of delegation authority process with rate of effectiveness, there is a significant relationship, but between planning, dialogue and control stages of delegation authority process with rate of effectiveness, there is not a significant relationship, and can be said that delegation implementation process in Mashhad Municipality is below average, and also the implementation of delegation authority process in Mashhad Municipality is not appropriate. The among stages of delegation authority process and its effects on effectiveness, the preparation stage with rate of effect equal to 0.142, and appreciation stage with rate of effect equal to 0.165, and dialogue stage with rate of effect equal to 0.06, and planning stage with rate of effect equal to 0.054, and control stage with rate of effect equal to , were obtained. In ranking of the stage of implementation delegation authority process, 1- First Place : preparation stage (3.25) 2- Second Place : planning stage (3.06), 3- Third place : dialogue stage (3.05) 4- Fourth place : control stage (2.97) 5- Fifth place : appreciation stage (2.67), were obtained, on this basis the lowest rank appreciation is, and the highest rank preparation have achieved. Keywords : Appreciation, Control, Delegation of authority, Dialogue, Effectiveness, planning, preparation. 1- Introduction Regarding the idea delegation of authority, "Drucker" believes that, a director efficient must be to matters as a way to organize, that himself should only major issues and could to create excellent results and a good manager should be the first things to do that of first importance is located and better jobs and less important in low priority to delegate to others. Delegation of authority is more important with the organization development to the extent that survival without the delegation of authority is not possibile. One of the definitions accepted by many scholars and writers of administrative sciences about management is, working with and through individuals and groups to achieve organizational goals, of this definition various aspects is can be harvested, one of the aspects of the delegation of authority is. (Mohiedini, 2009, 115) About the patterns of organizational delegation can be said, according to the strategic, administrative and operational organizations and what level of management is done, there are many models are available for delegation. For example, delegation pattern classification and case based on affairs divisions and organizational issues, delegation authority pattern through the goal control, Selzik model and delegation of authority are. Whereas, this is a COPY RIGHT 2012 Institute of Interdisciplinary Business Research 799

2 unique model and in other words, there is not the best way of delegation and decentralization, should be given the delegation of authority capacity and condition of existing in organizations units administrative shall be. The process of delegating to many factors such as, infrastructure beyond sectoral implementation mechanisms, policies, programs, training and etc be considered. (Treisman, 2002, 138) Effectiveness can "Do things right" or "Effectiveness of the measures taken" and so to achieve the objectives stated. (Rezaiean, 2001, 75) that including organizational characteristics adaptation, fulfillment of the purpose, consistency and perseverance is called. (Seid abaszade, 2009, 25) The goal of this paper is to study and ranking proper execution stages of delegation authority proces and its relationship with rate of effectiveness, the mentioned topics studied and evaluated were and the findings of the mentioned correlation measurement in Mashhad Municipality is presented. 2- Theoretical Foundations For Research : The management of large and recent modern organizations with a variety of practices and various problems that are encountered, also organization other can not with conventional methods, management and planning respond to developments and changes in their surroundings. (Hucynski & Buchanan, 2001, 135) Most managers believe, good human resource asset to any organization were considered, and it is important to select the correct staff. Today, in every organization (products, services, or training) in order to make effective affairs and achieving the goals, one of the criteria, recruiting, training and retaining skilled and professional human resources is, because human resources constructive and key role in promoting the goals and mission organization is and the fundamentals growth and survival of an organization is. (Parhizgar, 2003, 150) When to the staff delegation of authority has, frequently, they responsibility and independence are developed. If managers decide to subordinates, it causes them to rely on their chief and in case of occurrence of errors do not accept its responsibility. In conclusion, due to lack of experience in such cases, their growth and development will be limited. Conversely, if to the staff delegation of authority is, they are deeply involved in the decision making process and they will open the way to growth. (Ravanbakhsh, 2009, 148) Also be aware that the concentration is inversely related to with the delegation of authority, if the delegation of authority greater state should be decentralization, the decentralization occurs, in this case, point decision of the lower levels of the organization is. Decentralization enhancing power management decisions to be lower, but it must be admitted that is good or bad depends on situation decentralization and the existence centralization or decentralization and degree of the contingency factors determining. (Robbins1987, 73) Delegation of authority is transferring part of authority and formal responsibility of superiors to subordinate in the organizational hierarchy to carry out specific tasks and including the preparation, planning, dialogue, control and appreciated. (Mousakhani and Monshizadeh Naein, 2007, 170) This process is complementary to the role of director. (Niroumand & Masjedian, 2005, 107) Fundamentally it is a management style that enables employees and managers, strive to improve their skills and increase their knowledge and like, the highest level of management responsibility begins. (Alagheband, 1995, 67) Since knowledge management and organization in early 1900, had expanded rapidly, the evolutionary about the nature and function of organizations and organizational effectiveness criteria appeared. (Parhizgar, 2003, 150) Effectiveness can "Do things right" or "Effectiveness of the measures taken" and so to achieve the objectives stated. (Rezaiean, 2001, 75) that including organizational characteristics adaptation, fulfillment of the purpose, consistency and perseverance is called. (Seid abaszadeh, 2009, 25) and the extent an organization to which will realize its goals. (Zheng et al, 2010, 764) Various models have been developed to assess organizational effectiveness, the variation in the models due to the concept of effectiveness nature, especially its unclear boundaries and due to the concept variety of organizations, that the different effectiveness models are used that some of their most important including, goal model, system model, model of strategic stakeholders, competing values model, the lack effectiveness model, organization effectiveness evaluation model and the role of performance evaluation with the approach is 360 degrees in organizational effectiveness is. (Henri, 2004, 99) COPY RIGHT 2012 Institute of Interdisciplinary Business Research 800

3 The process of delegation authority implementation includes the steps is as follows : 1- Preparation : In this stage, the functions that you should and should not be assigned will be determined. 2- Planning : Finding qualified staff that through, they are doing things as effectively, mutual trust between supervisors and employees are very important condition in this step. 3- Dialogue : Include reviewing duties and plans are that should be carried out effectively by the staff, also potential problems and ways to avoid or deal with them. 4- Control : The measurement of delegate and judge the reactions are unexpected issues. 5- Appreciation : Accepting and appreciate the successful efforts of subordinates is. (Mousakhani and Monshizadeh Naein, 2007, 133) Fig.2.1. Conceptual Model for Research 3- Research objectives, questions and hypotheses : 3.1 : Research objectives - Identify the relationship between preparation stage of delegation authority process with rate of effectiveness in Municipality regions of Mashhad. - Identify the relationship between planning stage of delegation authority process with rate of effectiveness in Municipality regions of Mashhad. - Identify the relationship between dialogue stage of delegation authority process with rate of effectiveness in Municipality regions of Mashhad. - Identify the relationship between control stage of delegation authority process with rate of effectiveness in Municipality regions of Mashhad. - Identify the relationship between appreciation stage of delegation authority process with rate of effectiveness in Municipality regions of Mashhad. - Identify the stage of delegation authority that more effective in Mashhad Municipality are. 3.2 : The Hypothesis Of The Study : - Between delegation authority process with rate of effectiveness in Municipality regions of Mashhad, there is a - Between preparation stage of delegation authority process with rate of effectiveness, there is a - Between planning stage of delegation authority process with rate of effectiveness, there is a - Between dialogue stage of delegation authority process with rate of effectiveness, there is a - Between control stage of delegation authority process with rate of effectiveness, there is a - Between appreciation stage of delegation authority process with rate of effectiveness, there is a 3.3 : Research Questions : - Between preparation stage of delegation authority process with rate of effectiveness, is there a relationship? - Between planning stage of delegation authority process with rate of effectiveness, is there a relationship? - Between dialogue stage of delegation authority process with rate of effectiveness, is there a relationship? - Between control stage of delegation authority process with rate of effectiveness, is there a relationship? - Between appreciation stage of delegation authority process with rate of effectiveness, is there a relationship? - Which one the stage of delegation authority that are more effective in Mashhad Municipality? - Which one the stage of delegation authority in Mashhad Municipality, is proper implementation? 4- Research Methodology : According to the classification of the clinical research, the goal of this study is applied, the study of the nature and method is descriptive survey. Population the study of all administrators (including the titles : director, deputy managing chief, chief department, expert, responsible, and the same title) and experts Mashhad Municipality working in the areas of official and Municipal areas in July 2011 were considered, that approximately 1080 people were, by through stratified sampling COPY RIGHT 2012 Institute of Interdisciplinary Business Research 801

4 of 377 people from Mashhad Municipality official and Municipal areas were recruited. The samples within each category were selected, a systematic sampling methods were used. 4.1 : Tools For Data Collection : The research instrument was a questionnaire self-designed Its Validity : Formal content validity of the questionnaire were evaluated, common procedure for assess content validity judges or experts consensus on the comprehensiveness is cited. For this purpose the faculty members Department of Pubic Management, Azad University of Mashhad and Municipality experts were used Its Reliability Cronbach's alpha since it is usually quite a good indicator for assessing the reliability of measurement tools and inner harmony among its elements. The reliability of the questionnaire used in this study is to survey the Cronbach's alpha. Cronbach alpha coefficient of reliability of the questionnaire self-designed for percent was determined. Accordingly, the reliability of the instrument is verified Statistical Methods : The study of data analysis methods, descriptive and inferential statistics were used. For data analysis the statistical software SPSS 18 and powerful statistical software STATISTICA 9.0 of descriptive statistical methods such as frequency distribution tables, descriptive charts, central and distributive indices and in the statistical implications of scaling research variables based on Lickert spectrum detector of opinion, from Student t- test, Pearson correlation and multiple regression analysis to answer hypotheses and to the extend them in this study were used. 5- Research Findings : 5.1 : Test The Research Questions : : Between preparation stage of delegation authority process with rate of effectiveness, is there a relationship? Table 5.1. Frequency distribution according to the preparation dimension, related to how delegation implementation process, it has been shown. On this basis 22 percent of respondents are agree and 42 percent opposed it that preparation has been done and we can say, respondents lack of execute the preparation compared to its implementation, a significant higher have considered. (Chi-Square = 24.26, df = 1, p= 0.000) : Between planning stage of delegation authority process with rate of effectiveness, is there a relationship? Table 5.2. Frequency distribution according to the planning dimension, related to how delegation implementation process, it has been shown. On this basis 17 percent of respondents are agree and 45 percent opposed it that planning has been done, and we can say, respondents lack of execute the planning compared to its implementation, a significant higher have considered. (Chi-Square = 45.92, df = 1, p=0.000) : Between dialogue stage of delegation authority process with rate of effectiveness, is there a relationship? Table 5.3. Frequency distribution according to the dialogue dimension, related to how delegation implementation process, it has been shown. On this basis 25 percent of respondents are agree and 37 percent opposed it that dialogue has been done and we can say, respondents lack of execute the dialogue compared to its implementation, a significant higher have considered. (Chi-Square = 8.417, df = 1, p=0.004) : Between control stage of delegation authority process with rate of effectiveness, is there a relationship? Table 5.4. Frequency distribution according to the control dimension, related to how delegation implementation process, it has been shown. On this basis 22 percent of respondents are agree and 39 percent opposed it that control COPY RIGHT 2012 Institute of Interdisciplinary Business Research 802

5 has been done and we can say, respondents lack of execute the control compared to its implementation, a significant higher have considered. (Chi-Square = , df = 1, p=0.000) : Between appreciation stage of delegation authority process with rate of effectiveness, is there a relationship? Table 5.5. Frequency distribution according to the appreciation dimension, related to how delegation implementation process, It has been shown. On this basis 23 percent of respondents are agree and 50 percent opposed it that appreciation has been done and we can say, respondents lack of execute the appreciation compared to its implementation, a significant higher have considered. (Chi-Square = , df=1 p=0.000) : Between delegation authority process with rate of effectiveness in Municipality regions of Mashhad, is there a relationship? For survey this question, multiple regression can be used. according to Table.5.6 and Table.5.7 and with 95% confidence can be accepted that : - Between preparation stage of delegation authority process with rate of effectiveness, there is a significant - Between planning stage of delegation authority process with rate of effectiveness, there is not a significant - Between dialogue stage of delegation authority process with rate of effectiveness, there is not a significant - Between control stage of delegation authority process with rate of effectiveness, there is not a significant - Between appreciation stage of delegation authority process with rate of effectiveness, there is a significant Which one the stage of delegation authority that are more effective in Mashhad Municipality? Table.5.8. Frequency distribution according to the how implement delegation authority process, it has been shown. On this basis 19 percent of respondents implementation of delegation process well in Mashhad Municipality and 40 percent of weak have reported. We can not say, that this difference statistically is significant and approximately, and can be said that delegation implementation process in Mashhad Municipality is below average. (Chi-Square = 27.65, df = 1, p = 0.000) and so, the ranking of the delegation authority process effect on effectiveness in Table.5.11, it has been shown Which one the stage of delegation authority in Mashhad Municipality, is proper implementation? For survey this question, the statistical hypothesis testing is used, according to Table.5.9. and due to the amount of risk and compare it with the level of significance can be accepted, that implementation of delegation authority process in Mashhad Municipality is not appropriate The ranking stage of implementation delegation authority process : As shown in Table in ranking of the stage of implementation delegation authority process, 1- First Place : preparation stage (3.25) 2- Second Place : planning stage (3.06), 3- Third place : dialogue stage (3.05) 4- Fourth place : control stage (2.97) 5- Fifth place : appreciation stage (2.67), were obtained, on this basis the lowest rank appreciation is, and the highest rank preparation have achieved. (Chi-Square = 105.2, p=0.000) 6- Discussion, Conclusions and Recommendations 6.1 : Discussion and Conclusions Data analysis and evaluation of the questions and hypothesis could be concluded, between preparation and appreciation stage of delegation authority process with rate of effectiveness, there is a significant relationship, but between planning, dialogue and control stage of delegation authority process with rate of effectiveness, there is not a significant relationship, and can be said that delegation implementation process in Mashhad Municipality is below average, and also the implementation of delegation authority process in Mashhad Municipality is not appropriate. The among stages of delegation authority process and its effects on effectiveness, the preparation stage with rate of effect equal to 0.142, and appreciation stage with rate of effect equal to 0.165, and dialogue stage with rate of effect COPY RIGHT 2012 Institute of Interdisciplinary Business Research 803

6 equal to 0.06, and planning stage with rate of effect equal to 0.054, and control stage with rate of effect equal to , were obtained. In ranking of the stage of implementation delegation authority process, 1- First Place : preparation stage (3.25) 2- Second Place : planning stage (3.06), 3- third place : dialogue stage (3.05) 4- fourth place : control stage (2.97) 5- Fifth place : appreciation stage (2.67), were obtained, on this basis the lowest rank appreciation is, and the highest rank preparation have achieved. The results of this research showed that establishment of delegation of authority management as well as strategies and principles and the bottlenecks and other constraints are met. The findings show that there is a relation between the process of delegation authority and effectiveness, this means that all the executive stages of the delegation authority process on the effectiveness are effective, but after analyzing the results of questionnaires distributed were analyzed, it was determined, that only appreciation and preparation stages of the delegation of authority had the greatest effect on the effectiveness, and other stages of the considered statistically not significant effect on the effectiveness, this means that all the managers and employees Mashhad Municipality regions duties should and should not be assigned, including setting goals and determining the tasks that must be completed by staff that determined the optimal are, (Preparation) and so the successful work grateful for the efforts of subordinates has been accepted, (Appreciation) while, finding qualified staff that through, they are doing things as effectively, mutual trust between supervisors and employees are very important condition in this step, (Planning), reviewing duties and plans are that should be carried out effectively by the staff, also potential problems and ways to avoid or deal with them, (Dialogue), has not been properly implemented, and ultimately appropriate measurement for assessing rate of delegation and judging about the reactions to concerning unforeseen issues (Control), in the relevant statistical population, has not accepted. 6.2 : Research Recommendations : The findings of this study can give some suggestions for continue effectiveness delegation of authority must be performing all stages of the seriously consider as follows : Preparation dimension : according to the results of the committee's work could lead to change procedures or structure to classes and training courses will be offered responsibility planning with planning areas are, the specialized committees is necessary at this stage of the process. Planning dimension : Correct procedures as well as organizational changes and the structure of results predictable at this stage of the process is. (Establishing standards and methods of work measurement, establishing system and the appropriate operations control and notifying, determine the required human resources, the financial resources needed and how to provide it) Dialogue dimension : Modification transactions attitude between headquarters and the regions, and the main objectives of this phase and necessary for the success the whole project delegation of authority is, joint training and workshops courses can be a viable solution. Control dimension : The implementation of stage led to a review in performance appraisal system and control operations and project organization. According to research results, the control stage conditions very unfavorable are, later stages of the planning and dialogue in poor condition are, therefore, it is recommended that esteemed organization, relative to realistic short and long term planning, implementing with the possibility of through methods such as balanced scorecard to measure. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 804

7 References - Alagheband. A, (1995), Educational Management Arrangements, Publications Besat, P-P : 67 - Henri, J.F, (2004). Performance, Measurement and Organizational Effectiveness: Bridging the Gap, Journal of Managerial Finance, Vol : 30, P-P : 99 - Hucynski. A, Buchanan. D, (2001), Organizational Behaviors, 4th ed, Prentice Hall, P-P : Mohiedini. P, (2009), Management and Delegation of Authority, Journal of Science - Educational, Managers broadcasting organization, Islamic Republic of Iran, No : 101, P-P : Mousakhani. M, Monshizadeh Naein. M, (2007), Organization Administrator, Publications Islamic Azad University Ghazvin, P-P : 133, Niroumand. P, Masjedian. S, (2005), Educational Management, Publications Peik Marva, P-P : Parhizgar. K, (2003), Human Resource Management and Employment Affairs, Publications Agah, P-P : Ravanbakhsh. J, (2009), The Importance of In-service Training in Organizations, Publications the organization industry, Trade and Mines of Khorasan Razavi Province, P-P : Rezaiean, A, (2001), Foundations of Organization and Management, Publications samt, P-P : 75 - Robbins, S.P. (1987), Organization Theory. New York, Prentice - Hall, p-p Seid abaszade. M.M, (2009), The Relationship Between Creative Thinking Style with Effective Educational Leaders Quadrant of the Brain D, Fourth Symposium of Iran Noropsychology, P-P : 25 - Treisman, D, (2002), Decentralization and the Quality of Government. University of California, Los Angeles, P-P : Zheng. W, Yang. B, McLean, G.N, (2010), Linking Organizational Culture, Structure, Strategy and Organizational Effectiveness : Mediating Role of Khowledge Management, Journal of Business Reasearch, Vol : 63, P-P : 764 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 805

8 Annexure Fig.2.1. Conceptual Model For Research : Process Of Delegation Authority Preparation Stage Planning Stage Rate Of Effectiveness Dialogue Stage Appreciation Stage Control Stage Tables : Table.5.1. Frequency distribution according to preparation dimension Completely agree 51 % 4 51 % 4 agree 66 % % 757. Intermediate 536 % % 11 Opposing 573 % % 3373 Completely opposing 34 % % 533 Not stated Sum 3.. % 533 Average 7735 Standard deviation 3736 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 806

9 Table.5.2. Frequency distribution according to planning dimension Completely agree 7 % %1.9 agree 57 % %17.2 Intermediate 142 % %55.2 Opposing 132 % %90.6 Completely opposing 35 % %100 Not stated Sum 377 % 100 Average 2.82 Standard deviation 0.9 Table.5.3. Frequency distribution according to dialogue dimension Completely agree 21 % % 5.6 agree 72 % % 25 Intermediate 142 % % 63.2 Opposing 98 % % 89.5 Completely opposing 39 % % 533 Not stated Sum 377 % 533 Average 2.83 Standard deviation 1.04 Table.5.4. Frequency distribution according to control dimension Completely agree 19 % % 5.1 agree 63 % % 22.1 Intermediate 144 % % 60.9 Opposing 109 % % 90.3 Completely opposing 36 % % 533 Not stated Sum 377 % 533 Average 2.78 Standard deviation 1.01 Table.5.5. Frequency distribution according to appreciation dimension Completely agree 16 % % 4.3 agree 70 % % 23.4 Intermediate 99 % % 50.3 Opposing 114 % % 81.3 Completely opposing 69 % % 533 Not stated Sum 377 % 533 Average 2.59 Standard deviation 1.12 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 807

10 Table.5.6. Significantly Sum of squares Df Mean-square F Amount of risk Regression Remaining Total Table.5.7. Significantly model parameters Parametr Standard deviation T p Fixed preparation planning Dialogue Control Appreciation Table.5.8. implementation delegation authority process how Very good 10 % % 2.7 Good 61 % % 19.0 Medium 153 % % 60.1 Weak 121 % % 92.5 Very weak 28 % % 100 Not stated Sum 377 % 533 Average 2.8 Standard deviation 0.85 Table.5.9. The suitability of implement delegation authority process Frequency percent T P Is appropriate 163 % 43 Is not appropriate 214 % Sum 377 % 533 Table The ranking stage of implementation delegation authority process Average Rating preparation 3.25 planning 3.06 Dialogue 3.05 Control 2.97 Appreciation 2.67 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 808

11 Table The ranking of the delegation authority process effect on effectiveness. Rate of effect preparation Appreciation Dialogue 0.06 planning Control COPY RIGHT 2012 Institute of Interdisciplinary Business Research 809