This can lead to reversed priorities, inefficiency, duplication of effort, and disregard for the capabilities of subordinates. Managers who expect perfection often feel employees just can't do the job right. A re-valuation of past goals and standards, as well as employee potential and current capabilities, is in order. Future goals and standards must be devised to fit individual circumstances and, as much as possible, to ensure their own achievement. Adversity to risk.
Delegation involves risk taking.
The ultimate responsibility always rests with the manager who will still be held accountable if the task is incomplete or inadequately carried out, but it is essential to remember that zero risk results in zero gain. Essentially, faced with any of these situations, a manager must re-evaluate his or her personal bias, understand it as an impediment to both personal and corporate growth, and overcome it accordingly. Deciding what to delegate Now that the benefits of delegation are established and obstacles removed, the next step in the delegation process is to decide what work can and should be delegated. All necessary information for decision making is also available down the line. The work involves operational detail rather than planning or organization.