also available down the line. — The work involves operational detail rather than planningDECIDING WHAT TO DELEGATE: Once the benefits of delegation are established and obstacles removed, the next step in the delegation process is to decide what work can and should be delegated. In general, work to be delegated should adhere to the following guidelines: — It can be handled adequately down the line. — All necessary information for decision making is also available down the line. — The work involves operational detail rather than planning emoved, the next step in the delegation process is to decide what work can and should be delegated. In general, work to be delegated should adhere to the following guidelines: — It can be handled adequately down the line. — All necessary information for decision making is also available down the line. — The work involves operational detail rather than planninglegated. In general, work to be delegated should adhere to the following guidelines: — It can be handled adequately down the line. — All necessary information for decision making is also available down the line. — The work involves operational detail rather than planningcan be handled adequately down the line. — All necessary information for decision making is also available down the line. — The work involves operational detail rather than planning also available down the line. — The work involves operational detail rather than planning or organization. — The task does not require skills unique to the manager or position. — An individual other than the manager has, or can have, direct control over the task.

WHAT NOT TO DELEGATE: There are, of course, tasks that should never be delegated: work that involves confidential information; “crash programs” that usually demand the experience and