 |
A great deal of research evidence demonstrates the superiority of participative management for performance.
|
269 |
 |
…for the theory and practice of management… there is often too much emphasis on human differences and not enough on human similarities.
|
273 |
 |
…employees [need feedback], not just form the ‘numbers,’ but from a manager capable of interpreting the numbers and conveying their meaning.
|
317 |
 |
…managers dislike (a few even dread) giving performance appraisals; they want to get them over with as quickly as possible and with as little trouble as possible.
|
318 |
 |
…feedback needs to proceed from a manager’s intentions to help and guide his employees. The goal should be learning, not venting, shaming, or lambasting.
|
323 |
 |
It is easier for employees to accept the need for improvement… when they believe that management basically likes what they do and is helping them do it even better.
|
324 |
 |
Only under duress will employees pay attention to feedback from managers who know little or nothing about the workers’ jobs.
|
329 |
 |
When management treats workers and their organization as enemies, they are treated as enemies in return. It’s as simple as that.
|
394 |
 |
…in general management, a failure to deliver results is due to either a failure to plan adequately or a failure to execute properly.
|
24 |
 |
Most tools from general management are not designed to flourish in the harsh soil of extreme uncertainty in which startups thrive.
|
29 |
