Managers who are conscious of this nevertheless sometimes resort to another device which may be almost as destructive of their subordinate's authority. They may give unsolicited advice. This is usually justified by the argument that the subordinate benefits from the superior experience and that since no order is given the advice does not limit the subordinate authority. In practice, such advice frequently has almost as much force as an order. Subordinates frequently find it very difficult to ignore their superior's advice. To do so requires great confidence and strength of will, since the penalty for failure is increased. A wrong decision, if not too frequent, is all in the way of business. A wrong decision, made in spite of a superior's advice, is something no subordinate likes to contemplate. Advice from a superior is therefore closer to an order than many superiors appreciate. If so, it is an order for which the subordinate has to carry some responsibility, since the decision is still technically his. It would appear better, therefore, for the superior to decide whether the thing must be done his way, and if so to give an order. In this way he makes it clear that he accepts the responsibility. If he is not prepared to do this he should restrain himself from giving advice unless it is sought. leia todo o artigo
a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge
