DELEGATION - 1

Delegation (or passing down) is the partnership of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core concepts of management leadership. However the person who delegated the work remains accountable for the outcome of the delegated work.
Delegation usually empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not the same as abdication.
Abdication is more or less giving up or relinquishing ones responsibility, office and power.
However, the opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work.
In general, delegation is good and can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration, and confusion to all the involved parties. Some agents however do not favour a delegation and consider the power of making a decision rather burdensome.

Delegation can be used to develop your people people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities.
As a giver of delegated tasks you must ensure delegation happens properly. Just as significantly, as the recipient of delegated tasks you have the opportunity to 'manage upwards' and suggest improvements to the delegation process and understanding - especially where the boss could use the help.
Managing the way you receive and agree to do delegated tasks is one of the central skills of 'managing upwards'.
[Adapted]