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…a manager is someone who takes responsibility for, and contributes to, the final results of the enterprise, the job should always embody the maximum challenge, carry the maximum responsibility, and make the maximum contribution.

Managerial jobs should… be designed to allow a person to grow, to learn, and to develop for many years to come. There is little harm, as a rule, in a job that is designed too big.

A management group that is all of the same age is a management group headed for crisis.

The managerial job must have specific objectives and a specific purpose and function. A manager must be able to make a contribution that can be identified. The manager must be accountable.

Managing is work. But it is not, by itself, full-time work… As a rule, the manager should be both a manager and an individual career professional.

As far as possible, a manager’s j ob should be designed so that it can be done by one person working alone and with the people in the unit that he or she manages.

Style’ should never be a consideration, either in designing a managerial job or in filling it. ‘Style’ is packaging. The only substance is performance.

…many managers, no matter what the organization chart says, have more than one boss.

Seeing [management’s] relationship toward them as duty toward them and as responsibility for making them perform and achieve rather than as ‘supervision’ is a central requirement for organizing the manager’s unit effectively.

The demand for executives is steadily growing. A developed society increasingly replaces manual skill with theoretical knowledge and the ability to organize and to lead – in short, with managerial ability.