Established rules for effective delegation include (c) , , 

, , and . (d) is one of the most important and useful leadership skills.
c. (any five) share power with employees; don't delegate the bad jobs, saving the 
good ones for yourself; know your employees; use delegation as a development 
tool; delegate work fairly among all employees; be sure to back your employees 
if delegated authority is questioned; let employees know what decisions they 
have authority to make and delegate decision making to the lowest possible level; 
delegate with consistency; delegate whole tasks and allow sufficient time to get jobs 
done; insist on clear communication; make good use of questions when delegating 
work; explain the importance of assignments; learn to live with work styles that are 
not like your own; avoid delegating tasks that are pets, personal, or petty; follow 
the three D's for all work—do it, delegate it, or ditch it, pages 349-350

d. Assigning work effectively

Proven principles for 
assigning work effectively include (e) , , 
, , , and .
e. (any six) consider the availability of the employee's time and whether this is the 
ideal person to do the job; use work assignments as a means of developing
people;know exactly what you want to communicate before giving an order; if many 
duties or steps are involved in an order, follow oral communication with a note, 
and keep a copy; ask rather than tell, but leave no doubt that you expect compliance;
use the correct language for the employee's training level; make assignments 
in a logical sequence, using clear and concise language; be considerate but never 
apologetic when asking someone to do a job; talk deliberately and authoritatively, 
but avoid shouting or making an unnecessary show of power; take responsibility 
for the orders you give; give people the opportunity to ask questions and express 
opinions; follow up to make sure assignments are being carried out properly, and 
modify them if the situation warrants
Leaders should consider (f) , , and 
when assiging work and selecting employees.
f. performance, attitude, psychosocial fit
(g) , the ability to work well in cooperation with people, is equally 
important at all levels of management responsibility.