IMPACT OF DELEGATION ON THE MANAGERIAL SKILLS OF …...Lack of self-confidence and unwillingness of...

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International Journal of Civil Engineering and Technology (IJCIET)

Volume 10, Issue 11, November 2019, pp. 113-129, Article ID: IJCIET_10_11_013

Available online at http://www.iaeme.com/ijciet/issues.asp?JType=IJCIET&VType=10&IType=11

ISSN Print: 0976-6308 and ISSN Online: 0976-6316

© IAEME Publication

IMPACT OF DELEGATION ON THE

MANAGERIAL SKILLS OF EMPLOYEES:

EVIDENCE FROM BAHRAIN

Marwan Mohamed Abdeldayem

College of Administrative Sciences, Applied Science University (ASU), Kingdom of Bahrain Email: [email protected]

Horiya Mohamed Ahmed Al Deeb

College of Administrative Sciences, Applied Science University (ASU), Kingdom of Bahrain

Atheelah Yassen Alazzawi

College of Administrative Sciences, Applied Science University (ASU), Kingdom of Bahrain

Manal Jamal Al Ashar

Ministry of Education, Kingdom of Bahrain

ABSTRACT

The aim of this research is to identify the role of administrative delegation in

developing the managerial skills (i.e. Decision Making, Planning, Flexibility,

Communication & Time Management) at CrediMax of Bank of Bahrain and Kuwait

(BBK) in the Kingdom of Bahrain. A hundred and twenty employees were surveyed

through a comprehensive inventory method. The analysis is based on the outcomes of

the questionnaire survey that was given out to all the employees of CrediMax, BBK.

The researchers hypothesized that there is a positive significant relationship between

the administrative delegation and the development of employees’ skills at CrediMax,

BBK in the Kingdom of Bahrain. The findings reveal that there is a positive significant

relationship between the administrative development of employees’ skills (Decision-

making, planning, flexibility, communication & time management) at CrediMax, BBK

in the Kingdom of Bahrain. Moreover, the results indicate that there is no significant

relationship between the administrative delegation and the development of employees’

skills (Decision-making, planning, flexibility, communication & time management) at

CrediMax, BBK in the Kingdom of Bahrain due to demographics (gender,

qualifications, years of experience and position). Only there was a significant

relationship due to the demographic (age).

Keywords: Administrative Delegation, Managerial skills, Decision Making, planning

skills, Flexibility skills, Communication skills, Time Management skills, Kingdom of

Bahrain

Marwan Mohamed Abdeldayem, Horiya Mohamed Ahmed Al Deeb, Atheelah Yassen Alazzawi,



Cite this Article: Marwan Mohamed Abdeldayem, Horiya Mohamed Ahmed Al

Deeb, Atheelah Yassen Alazzawi, Manal Jamal Al Ashar, Impact of Delegation on the

Managerial Skills of Employees: Evidence from Bahrain. International Journal of

Civil Engineering and Technology 10(11), 2019, pp. 113-129.

http://www.iaeme.com/IJCIET/issues.asp?JType=IJCIET&VType=10&IType=11

1. INTRODUCTION

The administrative environment if characterized by continuous change due to the

technological and technical development that requires the administration to face the various

challenges through the development and adoption of new methods and strategies that

contribute to the accomplishment of its various tasks. Certainly, one of the most prominent

means and modern administrative delegation, because of its many advantages and benefits,

which is the converts one of the administrative organization because it leads to the stability

and balance of the organization and contributes to the unification of efforts and objectives,

also plays a role in the development of administrative skills of subordinates and remove many

of the burdens on the administrators (Hebto, 2009, 164).

The importance of delegation as an administrative process has increased since it can

contribute to the development of administrative work and the development of managerial

skills and responsibility among their self-confidence in addition to creating a second row of

leaders with high degree of responsibility. In view of the tremendous scientific and

technological progress and increasing the burdens at the higher administrative levels, the

official must have assistants who bear the workload with him and at the same time may

entrust them with some of his powers (Flieh & Al Sayed, 2005, 321, Abdeldayem and

Aldulaimi, 2019).

The rest of this paper is organized as follows: Literature review is presented n section (2).

Section (3) introduces the methodology. Discussion and results of statistical analysis are

explained in section (4), while conclusions are in section (5).

2. THEORITICAL FRAMEWORK AND LITERATURE REVIEW

2.1. Administrative delegation

2.1.1. Definition of administrative delegation

It is one of the administrative methods to accomplish and complete the work by others. It is

based on giving others the skills and powers to take decisions and take initiatives. Delegation

is the transfer of decision authority and responsibility from a higher administrative level to

another lower administrative level (Sheeha, 2012, 120).It is also defined as a power or right

delegated by a superior or a higher authority to a lesser party so that this authority can give

administrative instructions or take decisions without referring to the higher authority that has

delegated authority (AlOthman, 2003, 44).

Authorization is defined as the assignment of a person’s authority to another person with a

link to accountability or accountability. This assignment is imposed by the need for

organizations to perform their functions efficiently as no president can personally accomplish

or supervise all the tasks of the institution (Abdelrhim, laa 3, 226, Abdelhakim and

Abdeldayem, 2009). Diob (2014) pointed out that the delegation process is the need for one of

the directors of the institution, who have heavy burdens and responsibilities to transfer part of

these burdens and responsibilities to one of his assistants in order to reduce the burdens and

devote himself to perform other tasks and this would let subordinates gain experience in

making decisions and assume responsibilities (Diob, 2014, 204). Further, Certo (1995)

Impact of Delegation on the Managerial Skills of Employees: Evidence from Bahrain


defined delegation as the process by which tasks and burdens are transferred to employees in

addition to the corresponding authorities (Certo, 1995, Abdeldayem, 2010).

2.1.2. The importance of administrative delegation

For the manager who performing the delegation:

The delegation helps transfer part of the duties of the delegated officials, allowing him time

and effort to devote himself to leadership tasks instead of wasting his efforts in simple

procedural and formal aspects (Kanaan, 2009, 240).

The delegation also increases the capacity and innovation, where the devotion of the director

for the basic tasks without wasting time in routine problems and boldness of little importance

gives him a degree of thinking and temper of mood, which gives him the opportunity to think

creatively and the development of innovative methods in management and production

(Mullins, 2008, 440).

For subordinates:

Delegation helps subordinates develop their performance by enhancing their inherent skills by

utilizing them and making the most of them. Delegation also promotes the functional

affiliation of subordinates (Murray, 2008, 144). It also promotes self-confidence and morale,

generates mutual trust between the leader and his subordinates and generate the basis of

responsibility among subordinates (Kanaan, 2009, 241).

For the organization:

The delegation helps in bringing together members of different administrative levels and

contributes to the speed of decision-making and the assignment of responsibilities (Murray,

2008, 146).

2.1.3. Objectives of administrative delegation

Administrative reform, providing administrative efficiency, eliminating centralization,

accomplishing the organization’s objectives and developing the communication process

(Hebto, 2009, 169).

2.1.4. General conditions of administrative delegation

The duties and tasks to be delegated should be specific, not general and clear, not ambiguous,

and the authorities delegated to accomplish them should be sufficient to achieve the desired

results, and the lines of communication between the leader and his subordinates should be

open and the leader should choose the subordinates to whom authority is delegated to in terms

of capacity and efficiency (Whetten & others, 2005, 426, Abdeldayem and Sedeek, 2018).

2.1.5. Types of administrative delegation according to management science

Delegation to the bottom, where the supreme president delegates some of his powers to the

subordinate, as in the delegation of the general director to the director of the sub-department.

A higher delegation which is from a lower authority to a higher authority. This is a rare

application such as the delegation of shareholders in an organization to the board of directors

of the organization to act on some of its matters.

Lateral delegation which is achieved between employees of a parallel administrative level.

Conditional delegation in which the commissioner is obliged to refer to the president before

taking any decision and the unconditional delegation in which the commissioner is fully free

to make decisions without recourse to the president (Radi, 2012, 50).

2.1.6. Obstacles of administrative delegation

Related to the president:

The manager’s fear for his position and the desire to concentrate power and lack of

knowledge of the principles of management and lack of confidence between the superiors and




subordinates and claim that the mistakes of subordinates are expensive and that the manager

remains responsible for the actions of his subordinates after delegating authority to them

(Lakhnash, 2015, 127).

Related to subordinates:

Lack of self-confidence and unwillingness of staff to take additional responsibilities, fear of

the consequences of failure, fear of the complexity of good working relationships with their

supervisors and insufficient remuneration for over time (Al Helow, 2010, 20).

2.2. Managerial skills

2.2.1. Definition of managerial skills

The managerial skills in the world of organizations represent the ingenuity that enables

managers to perform the tasks and administrative functions required of them in a sound and

distinct manner. The skillful manager is the one who possesses the intellectual capabilities

and behavioral attributes that enable him to influence others and lead them to perform

business and achieve organizational goals efficiently and effectively. The managerial skills

represent the behaviors produced and formed through the correct application of theories and

technology as well as behavioral guidelines that if applied correctly, develops and improves

the management skills of managers and employees (Al Aamri, 2003, 19).

Managerial skills are also defined as a set of qualities and characteristics such as decision-

making, analysis and planning that employees should have to be able to carry out their tasks

and functions with high quality (Al Samel, 2011, 9).

2.2.2. Types of managerial skills

Technical skills

They are based on specialized knowledge and ability to work and analysis of matters related

to work activity and refers to the ability to use the means and tools and procedures for the

completion of work (Al Helow, 2010, 24).

Human skills

They are the skills that relate to the way the manager can successfully deal with others and

make them cooperate with him and be loyal at work, and increase their ability to produce and

give. Human skills include the efficiency of the manager in identifying the requirements of

working with people as individuals and groups (Al Saedi, 2007, 51).

Intellectual skills

It means that the leader has the ability to study, analyze and infer the comparison as well as

flexibility and mental readiness to accept the ideas of others as well as ideas of change and

development of the organization according to the requirements of the circumstances

(AlHelow, 2010, 26).

Administrative Skills

These includes skills that enable employees and managers to carry out activities such as

setting goals, organizing work and developing a regulatory system (Deiry, 2011, 72).

Dealing skills

Include skills that enable managers to motivate employees and identify the dimensions and

determinants of organizational behavior as well as skills to communicate and interact with

employees in the organization (AlAamri, 2003, 237).

Organizational skills

In relates to the ability to look at the organization on the basis that it is an integrated system,

understand its objectives, systems and plans, master the work of the authority and powers,



organize work, distribute duties, coordinate efforts and recognize all regulations (Deiry, 2011,

73).

Managerial skills in question

There are different classifications for the managerial skill, but the following classification will

focus on the ones related to the research in question:

Decision Making skills

The skill of making decision is to make a specific judgment of what the individual must do in

a given situation where the best alternatives are chosen to solve a problem or overcome an

obstacle. This is after careful and thorough examination of these alternative according to

specific criteria and values. Decision-making is a skill for scientific thinking in the face of

problems encountered by the individual in his work. Therefore, the development of the

individual’s decision-making ability to solve day-to-day work problems has become a vital

requirement after the emergence of multiple problems in the work environment that the

individual meets frequently, where the scientific and technological revolution has produced

many dilemmas. It also contributed to the rapid calibration an development in various walks

of life (Abdelrahim, 2007, 16, Darwish and Abdeldayem, 2019).

Planning Skills

Management planning process as a basic task includes multiple skills, including identifying

the objectives that the organization wishes to achieve with related aspects such as the reality

of the organization and market conditions and the level of competition and the nature of

customers and their requirements and the available resources, so that the objectives are

realistic and achievable (Zureik, 2001, 47- 48). The skill of planning also includes setting

precise timetables for the implementation of the objectives and the assessment of performance

levels with the definition of planning responsibilities and helps to avoid the chaos and

surprises experienced by the work during the various stage (Imam, 2013, 159).

Flexibility skills

Flexibility in a rapidly changing environment is a key factor in the ability of organizations to

adapt to and address these variables. It is important in maintaining alignment with variables

without losing the identity of the organizations. Flexibility means the degree of response to

environmental changes, adaptability, the ability to quickly change direction, deviate from

predetermined actions and do something different from what is planned. Flexibility

contributes to raising the level of performance and fulfillment of job duties and reduces the

effort and contributes to shorten the time and reduce expenses and develop administrative

capabilities change for better (lou, 2013, 12-16).

Communication skills

The communication process aims at creating an interaction between he sender and the

receiver through sharing an idea, opinion, concept, action or feelings. Appropriate channels of

communication are indicators of successful communication and achievement of its objectives

(Al Matrafi, 2012, 29). The communication skill is one of the most important skill for each

employee. The importance of effective communication in the work environment stems from

the fact that most of the work time is spent in the process of communication with others at all

levels, but to achieve the greatest results of any communication process, we should ensure the

arrival of the message with the real meaning of the other party and this requires the possession

of effective communication skill (Al Matrafi, 2012, 33).

Time Management skills

Time is one of the most important element of any event. Without it, there is no change or

progress. It is one of the most important elements of competition. The key of obtaining a




competitive advantage lies under effective time management, which is an increasingly

important skill in a highly competitive environment (Nasrullah & Khan, 2015, 68). The time

management contains a number of indicators that reflect the effectiveness of the employee in

the management of official working time, the most important of which is the identification of

goals and priorities, planning time for each goal and scheduling various activities (Al Henawi,

2011, 53, Abdeldayem, 2010).

3. METHODOLOGY

3.1. Research problem

On the basis of various studies that confirmed the importance of the administrative delegation

process and its positive effects on the quality of administrative work and improving the

performance of employees and its contribution in finding subordinates who can be responsible

and bear work burden to make right decisions, researchers wanted want to identify the role of

administrative delegation in the development of managerial skills (decision-making, planning,

flexibility,, communication & time management) for employees at CrediMax, BBK in the

Kingdom of Bahrain. The problem of research could therefore be expressed in the following

key question:

“What is the role of administrative delegation in the development of the managerial skills

(decision-making, planning, flexibility, communication & time management) for employees of

CrediMax, BBK in the Kingdom of Bahrain?”

The main question results in the following sub-questions:

-What is the reality of the administrative delegation at CrediMax, BBK in the Kingdom of

Bahrain?

-What is the reality of the managerial skills of the employees at CrediMax, BBK in the

Kingdom of Bahrain?

-What is the reality of the relationship between the administrative delegation and the

managerial skills of the employees at CrediMax, BBK in the Kingdom of Bahrain?

3.2. Importance of the research

This study addresses one of the important topics in the field of business administration which

is the administrative delegation that can have a significant role in the development of

management skills of employees at CrediMax, BBK in the Kingdom of Bahrain. It seeks to

identify the pros and cons of the management authorization process at CrediMax, BBK in the

Kingdom of Bahrain, which leads to recommendations and suggestions to increase the

effectiveness of this process and thus benefit decision-makers in the company in activating the

role of administrative delegation to develop the managerial skills of its employees.

3.3. Research Objectives

-Identify the reality of administrative delegation at CrediMax, BBK in the Kingdom of

Bahrain.

-Identify the reality of managerial skills of the employees of CrediMax, BBK in the Kingdom

of Bahrain.

-Identify the role of the administrative delegation in developing the managerial skills of

employees of CrediMax, BBK in the Kingdom of Bahrain.

-Identify the statistically significant differences with regard to the role of administrative

delegation in the development of managerial skills for the employees at CrediMax, BBK in



the Kingdom of Bahrain according to the demographics (gender, age, qualifications, years of

experience and job title).

-Make some recommendations and suggestions to increase the effectiveness of the role of

administrative delegation in developing the managerial skills of the employees of CrediMax,

BBK in the Kingdom of Bahrain.

3.4. Research Hypothesis

Main hypothesis 1

H1: There is a positive significant relationship between the administrative delegation and the

development of employees’ skills (Decision-making, planning, flexibility, communication

and time management) at CrediMax, BBK in the Kingdom of Bahrain.

Subsidiary hypothesis 1

H1.1: There is a positive significant relationship between the administrative delegation and

the development of decision making skills of the employees at CrediMax, BBK in the

Kingdom of Bahrain.



the development of planning skills of the employees at CrediMax, BBK in the Kingdom of

Bahrain.



the development of flexibility skills of the employees at CrediMax, BBK in the Kingdom of

Bahrain.



the development of communication skills of the employees at CrediMax, BBK in the

Kingdom of Bahrain.



the development of time management skills of the employees at CrediMax, BBK in the

Kingdom of Bahrain.

Main hypothesis 2

H2: There are positive significant differences relating to the role of administrative delegation

in developing the managerial skills (decision-making, planning, flexibility, communication

and time management) of the employees at CrediMax, BBK in the Kingdom of Bahrain due

to the demographics (gender, age, qualification, years of experience & position).




3.5. Research Framework

Figure (1): Research framework

3.6. Population of the Research

Employees of CrediMax, BBK in the Kingdom of Bahrain (120) are considered as the

research population. A comprehensive inventory method was used because of the small

number of research community and their presence in one geographical area.

3.7. Data Collection

A five-point Likert scale was used to collect the questionnaire survey as follows: 5 4 3 2 1

Strongly Agree Agree Neutral Disagree Strongly Disagree

A number of 120 questionnaires were circulated and a total of 111 were collected, three of

them were incomplete, so they were discarded. 108 questionnaires were considered with a

response rate of 90%.

4. RESEARCH FINDINGS AND RESULTS

4.1. Pearson correlation co-efficient

Table (1) below shows that all correlation co-efficient are significant at the level of (0.01)

which indicates the validity of the scale.

Table 1 Pearson correlation co-efficient

Statement Correlation Co-

efficient

Statement Correlation

Co-efficient

Statement Correlation

Co-efficient

1 0.546 16 0.388 31 0.544

2 0.411 17 0.418 32 0.387

3 0.611 18 0.476 33 0.652

4 0.566 19 0.399 34 0.549

5 0.640 20 0.418 35 0.562

6 0.511 21 0.652 36 0.437

Independent variable Dependent variable

CrediMax, BBK in the

Kingdom of Bahrain

Administrative Delegation

Managerial Skills: - Decision-making - Planning skills - Flexibility skills - Communicate skills - Time management skills

Demographics: Gender, age, qualification, years of experience and position



7 0.724 22 0.647 37 0.471

8 0.418 23 0.658 38 0.539

9 0.650 24 0.567 39 0.546

10 0.704 25 0.57 40 0.411

11 0.544 26 0.562 41 0.621

12 0.533 27 0.511 42 0.687

13 0.437 28 0.649 43 0.511

14 0.471 29 0.518 44 0.399

15 0.533 30 0.414 45 0.418

4.2. Reliability

The data were analyzed using SPSS and statistical results of Cronbach Alpha are as follows:

Table 2 Cronbach’s Alpha

Reliability

Dimensions Cronbach’s Alpha

Administrative delegation 0.912

Managerial skills

Decision making (0.846)

Planning skills (0.886)

Flexibility skills (0.851)

Communication skills (0.885)

Time management skills (0.879)

Average (0.869)

0.869

Total 0.890

Table (2) indicates that the Cronbach’s Alpha is 0.890. This result indicates a high level of

internal consistency for the research questionnaire.

4.3. Analysis of the demographic variables of the research

4.3.1. Gender variable

Table 3 Distribution of the research community according to gender

Variable Number Percentage

Males 54 50%

Females 54 50%

Total 108 100%

It is clear from the analysis of the research community by gender (table 3) that the ratio

between males and females is equal to 50% each.

4.3.2. Age variable

Table 4 Distribution of the research community according to age


25 and less than 30 years 41 38%

30 and less than 40 years 45 41.7%

40 and less than 50 years 13 12%

50 years and above 9 8.3%

Total 108 100%

It can be seen from table (4) that there is a difference between the number of age groups

of employees and the largest number of the age group was that of (30 and less than 40 years)




by (41.7%) of the total research community, and the lowest number for the age groups was

(50 years and above) by (8.3%) which explains that the company depends on employees

belonging to middle age and not elderly.

4.3.3. Qualification variable

Table 5 Distribution of the research community according to qualification


High school and less 12 11.1%

Diploma 22 20.4%

Bachelor 53 49.1%

Post studies 21 19.4%

Total 108 100%

Table (5) indicates that the largest percentage hold a Bachelor’s degree by (49.1%)

followed by holders of Diploma (20.4%), Post studies (19.4%), and holders of High School

qualification (11.1%).

4.3.4. Years of experience variable

Table 6 Distribution of the research community according to years of experience


Less than 5 years 16 14.8%

5 – 10 years 41 38.8%

11 - 15 years 23 21.3%

15 years and above 28 25.9%

Total 108 100%

Table (6) reveals that the staff with years of experience (5-10 years) were the highest with

a percentage of (38%), followed by those of (15 years and above) with a percentage of

(25.9%), then those of (11-15 years) with a percentage of (21.3%), and finally (less than 5

years) with a percentage of (14.8%).

4.3.5. Position variable

Table 7 Distribution of the research community according to position


Head if department 21 19.4%

Supervisor 15 13.9%

Specialist 31 28.7%

Employee 41 38%

Total 108 100%

Table (7) shows that the vast majority of the research community were employees with a

percentage of (38%), followed by the specialists with a percentage of (28.7%), then the heads

of the departments with a percentage of (19.4%), and finally the supervisors with a percentage

of (13.9%).



4.4. Analysis of answers to the questionnaire variables

Table 8 Analysis of the research community answers to the questionnaire variable (Administrative

delegation)

Sr. Statement Mean Standard

Deviation

Ranking Mean

Interpretation

1 Delegation of authority depends on the

size and quality of the work

4.09 0.74 1 Agree

2 The power delegated in the company

change from time to time

3.79 0.76 2 Agree

3 Delegated powers depend on the

managers conviction.

3.68 0.97 3 Agree

4 The company has a clear strategy of

delegation of authority

3.68 0.83 4 Agree

5 Management uses the mandate to

develop my skills and abilities at work.

3.67 0.94 5 Agree

6 Information is available to help me make

the right decisions

3.57 1.04 6 Agree

7 The administration supports me a lot in

my new powers.

3.50 1.02 8 Neutral

8 The system of work in the company is

stable and clear in terms of methods and

procedure, which help in the success of

the mandate

3.48 1.02 8 Neutral

9 The company’s decision making process

is not limited to management

3.45 1.21 9 Neutral

10 I participate in the preparation of plans,

strategies and objectives

3.43 1.05 10 Neutral

11 There is a parity between my work

responsibilities and my powers

3.42 1.11 11 Neutral

12 The administration always gives me

confidence in making decisions

3.39 1.01 12 Neutral

13 The company’s functional competencies

are adequate and precisely defined which

assist in the success of the delegation

3.38 0.97 13 Neutral

14 I have wide powers in my field 3.28 1.07 14 Neutral

15 There are actions that I can make

decisions on without consulting senior

management

3.32 1.20 15 Neutral

16 The company provides incentives for

employees to accept the policy of

delegation and authority granted to them.

3.05 1.06 16 Neutral

Total 3.51 0.66

Results presented in table (8) show that the general average of the variable

(Administrative delegation) reached (3.51), which shows that the opinions of the research

community were moderate of this dimension.




Table 9 Analysis of the research community answers to the questionnaire variable (managerial skills,

decision-making skill)


Deviation

Ranking Mean

Interpretation

1 Delegation does not disable my work in the

absence of the manager

4.22 0.71 1 Agree

2 Delegation creates subordinate leaders capable

of making the right decisions

4.16 0.71 2 Agree

3 Delegation increases the speed of decision-

making which reflects on the speed of

completion of work.

4.10 0.74 3 Agree

4 Delegation helps me develop thinking and

innovation

4.04 0.81 4 Agree

5 Delegation increases decentralization in

decision-making

3.96 0.76 5 Neutral

6 Delegation makes my decision more accurate 3.90 0.78 6 Neutral

Total 4.06 0.57

Results displayed in table (9) show that the general average of the variable (managerial skills,

decision-making skill) reached (4.06), which shows that the opinions of the research community

were high on this dimension. Table 10 Analysis of the research community answers to the questionnaire variable (managerial skills, planning skill)


Deviation

Ranking Mean

Interpretation

1 Delegation increases my skill in

understanding different and over lapping

goals

4.04 0.75 1 Agree

2 Delegation of authority increases my skill of

proper planning

4.01 0.80 2 Agree

3 Delegation increases my ability to set plans

matched with work needs

3.99 0.70 3 Agree

4 Delegation increases my ability to

accomplish plans and programs

3.96 0.83 4 Agree

5 Delegation increases my ability to set clear

and achievable goals

3.94 0.75 5 Agree

Total 3.99 0.64

Results presented in table (10) show that the general average of the variable (managerial

skills, planning skill) reached (3.99), which shows that the opinions of the research community

were high on this dimension. Table 11 Analysis of the research community answers to the questionnaire variable (managerial skill, flexibility skill)


Deviation

Ranking Mean

Interpretation

1 Delegation in increases my awareness of the

nature and difficulty of manager’s work

4.19 0.72 1 Agree

2 Delegation improves my ability to adapt to

any work I do.

4.19 0.60 2 Agree

3 Delegation increases my capacity for

dialogue and negotiation

4.20 0.70 3 Agree

4 Delegation helps increase my ability to

absorb new developments at work

4.13 0.66 4 Agree

5 Delegation increases my ability to deal with

different development and condition

flexibility

4.05 0.78 5 Agree

6 Delegation increases my awareness of

external variables surrounding working

condition

4.01 0.77 6 Agree



Total 4.13 0.53

Table (11) reveals that the general average of the variable (managerial skills flexibility

skills), reached (4.13), which shows that the opinions of the research community were high on

this dimension.

Table 12 Analysis of the research community answers to the questionnaire variable (managerial skills,

communication skills)


Deviation

Ranking Mean

Interpretation

1 Delegation opens channels of

communication between the different

employees

4.15 0.77 1 Agree

2 Delegation contributes to break the

routine and barriers between the different

administrative levels

4.06 0.86 2 Agree

3 Delegation contributes to a state of trust

between me and the rest of my

colleagues

4.05 0.82 3 Agree

4 Delegation contributes to the

dissemination of a culture that accepts

the views and ideas of others.

4.04 0.84 4 Agree

5 Delegation increases my understanding

of others

3.99 0.87 5 Agree

6 Delegation builds and develops social

relations between employees

3.6 0.83 6 Agree

7 Delegation develops the values of

brotherhood, love and respect among

employees

3.83 0.90 7 Agree

Total 4.01 0.65

Table (12) shows that the general average of the variable (managerial skills,

communicated skill), reached (4.01), which shows that the opinions of the research

community were high on this dimension.

Table 13 Analysis of the research community answers to the questionnaire (managerial skills, time

management skills)


Deviation

Ranking Mean

Interpretation

1 Delegation serves to improve my

investment of official time

4.09 0.73 1 Agree

2 Delegation contributes to push me for

planning to get things done better

4.08 0.83 2 Agree

3 Delegation saves time and makes good

use of it

4.07 0.72 3 Agree

4 With effective delegation, I became

more capable to manage time

4.06 0.85 4 Agree

5 Delegation increases my ability to get

work done on time

3.99 0.89 5 Agree

Total 4.06 0.66

Table (13) indicates that the general average of the variable (managerial skills, time

management skills), reached (4.06), which shows that the opinions of the research community

were high on this dimensions.




4.4.1. Testing research hypotheses

To make sure that the main hypothesis (1) is correct “There is a significant positive

relationship between administrative delegation and the development of employees’

managerial skills (decision-making, planning, flexibility, communication and time

management)”, simple linear regression analysis were used where the results shows the

following:

Table 14 Linear regression analysis (Decision-making skill)

Model F Adjusted R2

Beta P-value (Beta)

28.59 0.205 0.396 0.00

Table 15 Linear regression analysis (planning skill)

Model F Adjusted R2

Beta P-value (Beta)

14.507 0.112 0.335 0.00

Table 16 Linear regression analysis (flexibility skill)

Model F Adjusted R2

Beta P-value (Beta)

6.401 0.048 0.193 0.013

Table 17 Linear regression analysis (communication skill)

Model F Adjusted R2

Beta P-value (Beta)

6.764 0.051 0.241 0.011

Table 18 Linear regression analysis (Time management skill)

Model F Adjusted R2

Beta P-value (Beta)

5.841 0.043 0.230 0.017

According to the results presented above in tables (14,15,16,17,18), the main hypothesis

(1) is accepted. In addition, results of the main hypothesis (2), “There is a significant positive

relationship between administrative delegation and the development employees’ managerial

skills (decision-making, planning, flexibility, communication and time management), due to

demographics (gender, age, qualification, years of experience, and position), showed that

there are no statistically significant difference at the level of (0.05) relating to the

demographics (gender, age, qualification, years of experience and position).

5. CONCLUDING COMMENTS

-The company has a clear delegation of authority strategy based on the volume and quality of

work.

-Authorization increased the skill of employs to plan properly and complete plans and

programs in the company in question.

-Delegation contributes to the creation of leaders from subordinates capable of making the

right decisions in the company in question.

-Delegation contributes to the improvement of the employee’s ability to adapt to their work

and to understand the developments in the company in question.



-Delegation contributes to improving the channels of communication between the various

employees and creating trust between them in the company in question.

-Delegation optimizes time investment and saves time in the company in question.

-There are no statistically significant differences with regard to the roles of administrative

delegation in the development of managerial skills (decision-making, planning, flexibility,

communication and time management) for the employees for the company in question relating

to demographics (gender, age, qualification, years of experience and position).

In the light of conclusions formulated, the following recommendations were proposed:

Necessity of issuing the delegation of powers matrix to include all the powers that can be

delegated according to the tasks and pills, and including written procedures for delegation to

be circulated to the employees of the company in question with updated periodically

according to the services and nature of tasks.

The need to form a committee to follow up and evaluate the delegation process in order to

ensure the application of the heads of the administrative delegation and to ensure the extent to

which they follow the authorization procedures to serve the objectives of the company in

question.

The need to pay attention to the awareness of employees in the company culture of the

delegation of powers, procedures and conditions with the preparation of a training program for

the delegation of powers to include of come courses in the field of delegation.

Heads of departments and branches must be made aware of the importance of delegation as an

administrative process with many advantages, which leads them to conduct more delegation.

The need to identify the administrative tasks that can be delegated, which can create a second

row broad powers can be delegated to the subordinates, and then intensify the process of

delegation in these tasks.

The delegation powers of the subordinates should be within his field of work and

specialization, commensurate with his practical and professional experience, in order for the

delegation process to achieve its objectives at the level of developing the individual’s skills

and accomplishing tasks with high accuracy.

It is necessary to provide the necessary organizational support to reach a specific mechanism

for the delegation process, i.e. to build an effective long-term strategy for delegation and this

move away from the individual mood of the manager or president.

The need to achieve the sequence in the hierarchy of management in the delegation process in

the sense that the manager delegates for those who can less than him in the work tank to

achieve employees’ satisfaction.

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