Where is this DIVIDING LINE? How shall we know where to DEPUTIZE and when to PERFORM? What kind of work shall we turn over to subordinates? What shall we reserve for ourselves?
Again, whatever the job or business we are engaged in organizing, there are simple rules to follow.
But first an illustration which will help to make the point.
Consider the credit man for a large concern which sold machines on a monthly payment plan.
He was always in a jam with the sales department. It took too long, complained the sales manager, to get credit rulings. It was no fun to put a whole lot of work into selling the customer, only to have the order turned down by the house because of poor credit. Why couldn't the credit man give them a ruling before they attempted to close a sale? Sometimes it took so long to get an O.K. that the prospect got all cold and went somewhere else.
The treasurer of the company was drawn into the picture when the sales manager openly declared he'd "get" the credit man.
And it certainly looked as if the sales manager had a good case.
"But," protested the credit man, "I've made mighty few mistakes. As for delays—well, I don't know how I could work any harder."
"Maybe you work too hard," the treasurer ventured.
"Hm, if I didn't do what I do, I don't know who would."