 |
Labor and management can disagree about money but still respect each other and work toward a settlement in a business-like way.
|
187 |
 |
Indifference is a sin of omission – involving what management does not do – rather than a sin of commission, such as humiliation.
|
190 |
 |
A situation largely devoid of positive feedback gives rise to a feeling that management doesn’t care whether an employee stays or leaves.
|
191 |
 |
Workers are especially appreciative of a management that sees doing well and good as not only compatible, but mutually reinforcing…
|
238 |
 |
Purposes and principles are much more likely to be translated into practice if… top management [has] not only a long-term business view but [is] also as passionate about products and people as they are about profits.
|
241 |
 |
Most of what we call management consists of making it difficult for people to get their work done. – Peter F. Drucker
|
255 |
 |
…the most severe impediments to performance are seen to originate [in middle-organization issues]…
|
260 |
 |
…the key impediments to job accomplishment are almost invariably a function of the culture set by senior management – especially the CEO…
|
261 |
 |
…a fundamental assumption underlying autocratic management is a distrust of workers and their ability or willingness to do their jobs without a high degree of top-down control.
|
265 |
 |
Participative management is an active style [of management] that stimulates involvement, not a passive style that forfeits leadership.
|
269 |
