The delegation and the organization are very connected together. The organization has to decide about the span of control and the delegation rules in the organization.
The delegation is about the responsibilities of the individual members of the organization. The founders of the organization have to set the basic organizational rules and they have to decide about the responsibilities of the individual members of the organization.
The founders usually do not trust to the newcomers to the organization and they do not want to empower the employees to drive their own tasks and duties. The founders want to have the overall control above the organization and they lose their sense for recognizing the strategic issues from the daily operational issues of the organization.
The organization can be fully centralized in the beginning of its organizational life, but later, the top management has to decentralize the responsibilities and the goals and responsibilities have to be delegated to lower levels of the organization.
The delegation is not about the process it is about the trust. Many new leaders have no certainty about the new people in the organization and they want to keep the organization under their own management. The top level of the organization is overcrowded, the employees become frustrated and the organization suffers from a very limited growth and slow organizational reactions to the outside world.
The delegation is one of the key success factors of the organizational design and the successful leadership of the organization. The delegation is not about the processes and procedures, it is about the trust and courage.