Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns 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 (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely ( ) this load. Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) 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 plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the 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..

Why Have Formal Documents 
Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns 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 (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (         ) this load.
Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) 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 plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the 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..