# Delegation and Decentralization

Delegation and Decentralization The best vehicle for developing **(E)** and **(I)** is probably democratization and decentralization of organizations. The simple reason is that the more often people participate in decision-making, the more **(E)** and **(I)** they will develop and use.6 Before we delve further into this subject, we must clarify the distinction between delegation and decentralization. They are not synonymous. To delegate is to give subordinates the responsibility for making programmed decisions. This means that **(P)** and **(A)** can be delegated. Decentralization involves more than the transfer of programmed duties. In a decentralized organization, there are certain spheres in which subordinates are expected to take initiative, to use discretion in decision-making, and to accept responsibility for their decisions. Decentralization necessarily implies more elbow room for nonprogrammed decisions, which are inherently unpredictable. Decentralization, then, requires that **(E)** and **(I)** be nurtured on the lower levels of the organization. Because they are not programmable, **(E)** and **(I)** cannot be delegated. They have to be nurtured.


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