(第2空)Why Have Formal Documents?
First, writing g the decisions down is essential． Only when one writes do the gaps appear and the( )protrude(突出)． The act of writing tums out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from
fuzzy ones．
Second, the documents will communicate the decisions to others． The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team． Since his fundamental job is to keep everybody going in the ( )direction, his chief daily task will b e communication, not decision-making, and his documents will be immensely ( ) this load．
Finally, a manager's documents give him a data base and checklist． By reviewing them( ) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed．
The task of the manager is to develop a plan and then to realize it． But only the written plan is precise and communicable． Such a pl an consists of documents on what, when, how
much,讷here, and who． This small set of critical documents ( )much of the managerr's work． If their comprehensive and critical nature is recognized in the-l' beginning, the manager
can approach them as friendly tools rather than annoying busywork． He will set his direction much more crisply and quickly by doing so．