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By Franklin G. Moore

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An executive who appoints a committee to look into a problem does ORGANIZATION STRUCTURES 43 not have to take its advice; but, having asked for help, he usually follows its recommendations. Theoretically, the fact that he acted on committee advice in no way relieves him of responsibility. Actually, it probably does soften criticism if things go wrong. Committee recommendations help executives because they are based on the diverse expert knowledge of subordinates and a more thorough consideration than any one person can give to a problem.

Usually he is the heir apparent to his boss's job. An "as- sistant" has an important job. But an "assistant to" the general manager is a legwork man. He does no end of little things but does not make decisions, issue instructions in his boss's name, or act in his place in the boss's absence. He has no execu- tive duties. He investigates, researches, analyzes, recommends, and helps his chief get things done. The "assistant-to" idea comes from the mili- tary. It is a recent transplant and, though yet uncommon, is growing more common.

SUPERIORS SHOULD, NOW AND THEN, ASK SUBORD/NATES FOR THEIR IDEAS Askingsubordinates for suggestions makes them feel jrmwrtant and produces some good ideas. Also, if you listen to them, you will find out more about what is going on down through the organization, things that help you make more intelligent decisions. And by having allowed sub- ordinates to speak, you will find them more ready to accept programs. Of course, you must not ask them and then pay no attention to their ideas. If you pay no attention, they soon see that you are not sincere in wanting their suggestions.

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