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

Transcription

1 RELATIONSHIP BETWEEN DELEGATION AUTHORITY PROCESS AND RATE OF EFFECTIVENESS (CASE STUDY : MUNICIPALITY REGIONS OF MASHHAD) DR. GHOLAMABBAS SHEKARI & MASOUD MOSHIZADEH NAIEN & SEID REZA NOURI DEPARTMENT OF PUBLIC MANAGEMENT, MASHHAD BRANCH, ISLAMIC AZAD UNIVERSITY, MASHHAD, IRAN Logo is used on request of Researchers as per university requirement. Abstract The main objective of this study, study of relationship between delegation authority process and rate of effectiveness in Municipality regions of Mashhad is. This study is a survey and systematic random sampling, and among the 377 experts and administrators from Mashhad Municipality in 2011 with a self-designed questionnaire was conducted. Of course, its validity as formal and reliability by Cronbach's alpha coefficient (with a value of 0.914) was confirmed. In this study, the delegation authority process with dimensions ((preparation, planning, dialogue, appreciation, and control)) and rate of effectiveness by using pearson correlation and multiple regression were tested. Findings of this study suggested that in general, between the delegation authority process and rate of effectiveness there is a significant correlation (P-value = 0.000), Also, between delegation authority process, icluding : preparation, appreciation stage and effectiveness, there is a significant The greatest effect among five satage of delegation authority process, the aspects of appreciation and preparation is related to, So that the power of explains appreciation equal to and the power of explains preparation equal to is. Keywords : Appreciation, Control, Delegation of authority, Dialogue, Effectiveness, planning, preparation. 1- Introduction Today, equipment, supplies and machinery for effective organization is not enough. Therefore consider importance to the human relationships, optimal use of thinking resources and individual skills of employees, the organization in achieving its goals makes success. Today, employees with physical and intellectual abilities and their collective total labor force to create. The labor force, without the product or service offering is worthless functional and when the real value finds that in crop production or service to be effective. (Parhizgar, 2003, 150) Studies have shown, more than seventy percent of the activities managers do, they can delegate to his subordinates or in other words, subordinates are able to fulfill them. In this regard, some believe, that managers should be able to do all things that are, carry out yourself but it must be taught to others and to delegate and in yourself search for understanding and to create question are. Mohiedini (2009) believes that delegation of authority, transfer process functions of the lower class hierarchy and the grant part of the chief authority to the of staff is. (Mohiedini, 2009, 120) 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) The goal of this paper is to study relationship the between delegation authority process and rate of effectiveness, the mentioned topics studied and evaluated were and the findings of the mentioned correlation measurement in Mashhad Municipality is presented. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 870

2 2- Theoretical Foundations for Research : 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. Mousakhani and Monshizadeh Naein (2007) expression of commit, ((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 appreciation)). (Mousakhani and Monshizadeh Naein, 2007, 170) Delegation of authority as one of the major strategies, organizational participation, put me out of giving, involvement and responsibility of employees working in an organization, it was very effective, and if you must be aware, for the organization and individual manager judgment added value is. (Mohiedini, 2009, 120) 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) Some of the barriers to delegation of authority of the governmental organizations can be, the willingness of the authorities to manage the octopus, lack of confidence in its subordinates, fear of power by under hands, the presence of non-bureaucratic in head organizations, existence political considerations, lack of clear rules regarding delegation of authority, loss of strength risk managers due occurred collisions with some of the national creative directors in recent years and the implications of political parties, lack of participatory management agencies and organizations in country, lack of confidence in the people, lack of control delegation of authority for review and investigation results can be outlined. Also, the lack of interest under hand to accept the authority in Iran, afraid of interpellation and blame due to wrong decisions, lack of sufficient motivation to take responsibility for heavier and lack confidence in themselves, can be knew. (Mohiedini, 2009, 120) Also in the delegation of authority, the supervision and control of the director not only has a great importance, but also without the avail and no credit. (Niroumand & Masjedian, 2005, 107) On the other hand, other conditions and activities should be delegated, the how delegation of authority to employees, implementing its preconditions, subsequent activities, variables and factors that determine the range of powers (of the centralized and decentralized), the factors determining the degree of delegation of authority, limitations, barriers and uncontrollable factors that managers should pay attention to against the delegation of authority benefits with considering the organizational situation in Iranian organizations, especially in Municipalities studied, and best way eliminating studied barriers to delegation of authority studied. 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. (Mohiedini, 2009, 120) 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) 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 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 871

3 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? 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 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. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 872

4 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 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 : COPY RIGHT 2012 Institute of Interdisciplinary Business Research 873

5 - 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.5.9, it has been shown. 6- Discussion, Conclusions and Recommendations 6.1 : Discussion and Conclusions 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 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. To answer the question, which one the stage of delegation authority that are more effective in Mashhad Municipality, the among stages of delegation authority process, 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. Therefore delegation of authority in organizations and agencies, especially large organizations is inevitable, but managers are more successful that in the applying the principles of delegation of authority skills and talents necessary to have under hand and while development and their participation in the organization's responsibility to do the best job, to push toward higher goals. Delegation of authority, as one of the most important management tools to the organization and management the dynamics of life and gives. Delegation of authority to the organizational structure, goals, and mission, whether it is centralized and decentralized level of expertise and professionalism, and etc is based. In delegation of authority leaders should resolve any ambiguity in the assignment and motivation operation in subordinates to encourage and finally, delegation of authority entails developing and implementing monitoring and evaluation systems, to the manager about the actual operation has the process delegated and feedbacks necessary to be able delegates to provide. The results of this study, to the conclusion is achieved that establishment of delegation of authority management as well as, strategies and principles and the bottlenecks and other constraints are met. The barriers including barriers related to the various aspects of delegation (Chairman), subordinate, environment and organizational culture must be considered. 6.2 : Research Recommendations : The findings of this study can give some suggestions as follows : The organization of Mashhad Municipality recommended that given the importance of organizational effectiveness a committee consisting of policy makers and implementers are more active and in reviewing the regulations and clarifications and clarifying, in delegation of authority process seems to be more appropriate. Comparative map of the delegation of authority and activities yet, preparing, and compliance activities and tasks assigned to the upstream documents by the organization mentioned and pathology patient reviewed. Results deviation or non-compliance with program, the authorities in the proper conduct of programs and activities will contribute. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 874

6 Establishment of delegation authority in Municipality is entails provide all conditions for delegation of authority process, A good program should run correctly and continue, otherwise, the positive effect of reducing or even can have negative consequences. The key points to successfully implement delegation of authority programs, resolve the most important concerns and issues staff managers with areas managers, and to coordinate of such directors, and before and during the execution time of each program, between the two groups created a shared vision and concerns. Formation of special teams with the regions representatives and the aim of executive and legislative to the regions recommendations in different areas of the Municipality to delegation more powers to the regions, can opener, and lead to increased the effectiveness and the speed and provide better services and more regions to be effective. These teams have the duty, policy and macroeconomic policy with a view to defining the confidence regions as arms the executive committee, see regions damage, to recognize necessities, procedures and processes existing and it accordingly to change, these solutions need to build the necessary infrastructure, such as compiling workbook, instructions, etc, is that must be provided by the team and if necessary Municipal approvals of the council by the relevant authorities to take and communicated to the regions and then all the authority to be vested regions, and other regions within the framework guidelines to action and then areas staff with the appropriate and logical and predetermined parameters, the regions monitoring, evaluation and to question where areas major advances will have to quickly. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 875

7 References - Alagheband. A, (1995), Educational management arrangements, Publications Besat, P-P : 67 - 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 Iraining 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 - 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 - 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 876

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 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 877

9 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 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 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 878

10 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 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 COPY RIGHT 2012 Institute of Interdisciplinary Business Research 879

11 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 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 880