THE IMPACT OF DELEGATION ON MANAGEMENT DECISION MAKING
(A CASE STUDY OF ZENITH BANK PLC ENUGU)
ABSTRACT
The attention of the study is directed to the impact of delegation on management decision making. Every organization whether big or small must taken decision. The decision may be on any of the following levels of management;
(a)    Top level management
(b)    Middle level management
(c)    Lower level management
Decision-making is defined as the selection from among alternative of a course of action. It is regarded as the center of planning and represents a course of behaviour of what must or what must not be done. It is the point at which plans, policies and objectives are translated into concrete actions.
The purpose of decision-making is to direct human behaviour toward a future goal. A plan cannot be said to exist unless there is a decision. Decision-making involves a lot of processes and requires careful attention. Top management in trying to cover all aspect of the organization, including decision making, has to delegate certain duties and responsibility which must be accomplished, with adequate authority, so that those assigned these duties should be fully responsible for what they do looking at the impact of delegation on management decision-making, its effect on the general performance of an organization cannot be overlooked. A manger should ensure that he delegates has authorities to a well-trained subordinate with equal responsibility so that he (Manager) will not be held accountable for the results.
If a manager clearly delegate authority to a well-trained subordinate to undertake a well-defined task, the task will be done with a minimum of supervision time and attention. But whenever the subordinate is not capable and adequate authority is not given, the task will not be performed properly. The supervisor will then have to spend a disproportional amount and time supervising and guiding the subordinate effort.
TABLE OF CONTENTS
CHAPTER ONE
Introduction     
1.1    Statement of problem
1.2    Purpose of the study
1.3    Scope of the study
1.4    Limitation of the study
1.5    Statement of hypothesis
1.6    Definition of terms
CHAPTER TWO
2.0    Literature Review
2.1    Historical background
2.2    Nature of delegation
2.3    Principles of delegation
2.4    Factors in determining the degree of decentralization of authority
2.5    Reasons for refusal to delegate
2.6    Benefits of delegation
CHAPTER THREE
3.1    Design of the study and methodology
3.2    Population of the study
3.3    Sample size and sampling techniques
3.4    Instruments for data collection
3.5    Data analysis
CHAPTER FOUR
4.1    Date analysis and interpretation
4.2    Test of hypothesis
4.3    Decision rule
CHAPTER FIVE
5.1    Summary of findings
5.2    Conclusion  
5.3    Recommendation
5.4    References
CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
The concept of delegation of authority as it happens in industries, service and business organizations has attracted many psychologists and educations. These great people have carried out series of research on it with each of them coming up with a theory as it affects decision-making in organizations. Yet no one theory of delegation can alone satisfactorily explain the concepts. This is because of the complexity in human behaviour.   
Delegation means entrusting to or deputation or representing. To delegate authority, a manger entrusts his authority to others to perform. It is an important tool of management. Management is defined as social process entailing responsibility for an effective planning and regulations of operation of an organization in fulfillment of a given purpose or task. It can also be defined as the act and science of achieving the objectives of a business as organization in the most efficient way.
However, all organization, be it small or large have to take decision. The purpose of decision-making, as earlier said, is to direct human behaviour towards a future goal. Decision-making is the selection from among alternation courses of action, and if there were no alteration, there should be need for a decision. In making any plan, there must be a  decision to take: therefore, it can be said that planning leads to decision guided by organization policy and objectives.
1.1    STATEMENT OF PROBLEM
There are many problems associated with delegating of authority with regards to making good decision for the organization, especially as there are many individual differences. Employers know the importance of employee’s participation and satisfaction and their effects in the achievement of organization objectives.
To be ale to achieve better result in shorter time with minimum supervision and attention, the manager should ensure that he delegates his authorities to a capable hand, and at the same time, authority should be delegated with equal responsibility.
The problem areas to be given attention now are:
(a)    Ability or inability to identify subordinate that is capable
(b)    Most at times, authority can be delegated without equal responsibility.
(c)    There is also the possibility that authority is not delegated close to the scene of action.
(d)    Ability of the manager to identify his limitations and the need to supplement it with personal influence.
1.2    PURPOSE OF THE STUDY
The major task or purpose of this study is to identify and provide solutions to delegation problems as they affect organization decision-making. A lot of research has been made in the areas of management delegation. Attempts will also be made to identify some of the findings of this research under Nigerian environment before assigning to them any task to perform. They (Manager) must not only delegate routing matters but also task requiring the use of initiatives.
Objectives of this study therefore include the following:
i)    To show that effective and efficient decision making process could be enhance through effective delegation.
ii)    To examine the underlying principles of delegation as it relates to decision-making.
iii)    To find solution to some of the already existing problems of delegation.
iv)    To show that delegation of authority could be effectively implemented.
1.3    SCOPE OF STUDY
This  research work is basically concerned with the examination of independent variable effecting delegation of authority as it concerns decision-making. It covers the aspect of responsibility to carryout activities , planning and ways through which workers could gain more power and improve their position relative to management.
The non-behavioural variable such as change in technology, political and climatic conditions are not considered in the study.
1.4    LIMITATIONS OF STUDY
This study is however, subjected to some limitations which could make it not to be exhaustive. Such limitation include the researcher’s inability to interview some principal staff of the organization whose contributions could have been of great help. It is also limited to time and material resources.
1.5    RESEARCH QUESTIONS
To address this research problem, it is necessary to build a conceptual foundation that will enable us to understand the importance of delegation of authority and its relationship with decision-making. For the purpose of this study the following research questions are formulated:      
•    Is there any significant relationship between delegation of authority and commitment to work?
•    Can management decision-making be effective without delegation of authority.
•    Is it possible for a manger to delegate his authorities to his subordinate especially when he issue to be handled is a sensitive one?
1.6    STATEMENT OF HYPOTHESIS
Hypothesis can be defined as a tentative statement which a researcher makes to enable him/her study a phenomenon. This study is focused on the impact of delegation on management decision making. Based on this, the following hypothesis  will be tested:
1.      Ho:    There is on significant relation between delegation of authority and commitment to work.
Hi:    There is significant relation between delegation of authority and commitment to work.
2        Ho:    Management decision cannot be effective without delegation of authority.
           Hi:    Management decision can be effective without delegation of authority.
1.7    DEFINITION OF TERMS
It is necessary to define accurately some of the unfamiliar terms and terminologies used in this thesis. This is necessary because the meaning of the words is not in the words but in the use. The various concepts used are defined as follows:
Delegation:
This is the organization processes that permits the transfer of authority from superior to a subordinate.
Subordinate:
A lower staff who is answerable to a boss or superior.
Manager:
This is regulating the operation of a business organization one who undertakes the task of planning and at any level.
Task:
This implies to piece of work assigned to some one to do.
Responsibility:
Is the obligation to carryout certain activities with accountability for performance.
Authority:
The degree of discretion in organization positions conferring the persons occupying these positions, the right to use their discretion and judgment on decision making.
Initiative:
Right to think out, and execution of plan.
Duty: What someone is obligated in the terms of contract agreement.
REFERENCES
Akanwa, P.U; Organizational beheavour and Human Relations Management England Saxon House, Teakfield Ltd
Cole, G.A;    Management theory and practice 5th ed. New York Macmillian Publishing Co. Inc  
Herbert, G.Hicks;    The management of organizations: A systems and human resources approach, 2nd ed. U.K Cowley Road Cambridge Oxford
Leeds, C.A.(1974)    Management and Business studies 1st  ed. U.K Longman group Ltd.
Ojemba, G.A;    Small scale business management Enugu Iyke Venture Production No 15 Oji Street Uwani