Every business has trouble sooner or
later, and it is the chief executive officer's responsibility to set things
right. Good executives{{U}} (21) {{/U}}themselves in touch with their
companies — they know what is going on at every level. Yes, they delegate,{{U}}
(22) {{/U}}they also follow up to make certain{{U}} (23)
{{/U}}each delegated task has been completed. No major{{U}} (24)
{{/U}}should be made in a company{{U}} (25) {{/U}}the president's
knowledge. Even though the president or CEO is{{U}} (26)
{{/U}}responsible for the failure or success of his company, a smart CEO{{U}}
(27) {{/U}}himself with competent workers at all levels, especially{{U}}
(28) {{/U}}the administrative level. He then consults with his
executives and supervisors{{U}} (29) {{/U}}he has to make an important
decision. He{{U}} (30) {{/U}}their input and creates an open
atmosphere where all may feel comfortable to share{{U}} (31)
{{/U}}ideas. By{{U}} (32) {{/U}}this practice, a
president knows that when a decision has been made, his administrators will
feel{{U}} (33) {{/U}}they have had a part in it, or at least they will
understand{{U}} (34) {{/U}}the decision was made. He can then{{U}}
(35) {{/U}}them to support the decision at their level.
{{U}} (36) {{/U}}is considered poor practice for an administrator
to{{U}} (37) {{/U}}about an executive decision after it has been
discussed openly and decided upon in committee. The time to{{U}} (38)
{{/U}}disagreement is during committee discussion or with the president
privately. Publicly, an administrator is expected to support the president{{U}}
(39) {{/U}}the company has become involved in an illegal activity.
Americans consider this public support{{U}} (40) {{/U}}form of
professional behavior.