Delegation of Powers to Managers

Abstract

This chapter examines one of the specific manifestations of political–administrative relationships, namely the delegation of powers to managers. The first part of the chapter is a literature review of political–administrative relationships in both developed and developing countries. This is followed by a discussion of the framework for delegation in South Africa that was laid down in the late 1990s. Next is an analysis of the implementation of delegation in the 2000s, along with the National Planning Commission recommendations in 2012, which has led to a resurgence in delegation initiatives. There is a well-developed government monitoring system of delegation that has led to some improvement in compliance with delegation, but the overall delegation levels are on the low side. Delegation to officials is often thwarted by Ministers who wish to retain control and/or promote patronage. Further, in some cases, managers lack capacity or are unwilling to manage and take responsibility for delegated authority.

Citation

Cameron, R. (2022), "Delegation of Powers to Managers", Public Sector Reform in South Africa 1994–2021 (Public Policy and Governance, Vol. 36), Emerald Publishing Limited, Leeds, pp. 87-114. https://doi.org/10.1108/S2053-769720220000036004