And work which he and his stenographer could do only at the expense of
more important work.
Wherever there is delegation of responsibility in any true job of
managing, the same two fundamentals will be seen.
Too often a manager says: "Never do anything your subordinate can do for
you." But it is not good management when turning a job over to a
subordinate leaves the manager idle and unproductive--with nothing on
his mind except his hat.
The good manager, whatever may be his particular job of managing,
follows two rules when he deputizes or distributes work to man, money
or machine. Such work, he knows, should be: