2. 计算机
  3. Why Have Formal Documents? First， writing the decisions down is essential．Only when one writes do the gaps appear and the(71

Why Have Formal Documents? First， writing the decisions down is essential．Only when one writes do the gaps appear and the(71

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问题                               Why Have Formal Documents?
    First， 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一decisions， and it is the existence of these that distinguishes clear， exact policies fromfuzzy 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 somemember 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一making， and his documents will immensely(73)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 shifis in direction areneeded．
The task of the manager is to develop a plan and then to realize it．But only the writtenplan is precise and communicable．Such a plan consists of documents on what， when， howmuch， where， and who．This small set of critical documents(75)much of the manager’swork．
If their comprehensive and critical nature is recognized in the beginning， the managercan approach them as friendly tools rather than annoying busywork．He will set his direction
much more crisply and quickly by doing so．
(75)
选项 A、decides
B、encapsulates
C、realizes
D、recognizes
答案B
解析 参考译文
                          为什么要有正式的文档？
    首先，书面记录决策是必要的。只有记录下来，分歧才会明朗，矛盾才会突出。书写这项活动需要上百次的细小决定，正是由于它们的存在，人们才能从令人迷惑的现象中得到清晰、确定的策略。
    第二，文档能够作为同其他人的沟通渠道。项目经理常常会不断发现，许多理应被普遍认同的策略，完全不为团队的一些成员所知。正因为项目经理的基本职责是使每个人都向着相同的方向前进，所以他的主要工作是沟通，而不是做出决定。这些文档能极大地减轻他的负担。
    最后，项目经理的文档可以作为数据基础和检查列表。通过周期性的回顾，他能清楚项目所处的状态，以及哪些需要重点进行更改和调整。
    项目经理的任务是制订计划，并根据计划实现。但是只有书面计划是精确和可以沟通的。计划中包括了时间、地点、人物、做什么、资金。这些少量的关键文档封装了一些项目经理的工作。如果一开始就认识到它们的普遍性和重要性，那么就可以将文档作为工具友好地利用起来，而不会让它成为令人厌烦的繁重任务。通过遵循文档开展工作，项目经理能更清晰和快速地设定自己的方向。
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