Yet a rising young executive (on our list of casual acquaintances) has done exactly that. He has carried it to such a fine point that he is able to spend three afternoons a week with Col. Bogie. He is still rising, although some of us have abiding faith in the old adage that what goes up must come down. In other words, he's rising to a fall.
No, organizing is not deputizing in that sense of the word.
In EFFECTIVE ORGANIZING, it will be noted from the examples cited, work is deputized only when the "principal" is left free to do something else more important or more profitable.
The "big boss" didn't hand the plant over to his assistant until he knew his undivided attention was needed elsewhere—until he knew he could spend his time more profitably in another phase of the business.
Analyze the conditions under which the sales manager delegated part of his dictation to a system, and part of his stenographer's typing to a duplicating machine. You will see that the work deputized fulfilled two conditions:
It was work the system and the machine could do to advantage—
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: