 |
The bureaucrat might be defined as one so obsessed with her organization’s rules that she forgets its purpose.
|
194 |
 |
…numerous companies deliberately and successfully seek to remove needless boundaries and distinctions among the levels of an organization.
|
197 |
 |
…organizations should encourage [the] exchange [of information] by making people less, not more, deferential to power in the way decisions are arrived at.
|
198 |
 |
It is also difficult to be loyal to an organization that stands for nothing but making money.
|
216 |
 |
People want to work for an organization that does well but also does good.
|
216 |
 |
…the most severe impediments to performance are seen to originate [in middle-organization issues]…
|
260 |
 |
…the effectiveness of organizations and worker satisfaction require that, to the extent possible, there be clear and decisive direction from leadership…
|
266 |
 |
Workers want, and organizations required, just as much order as is appropriate to the need, and no more.
|
268 |
 |
There is no such thing as an enthusiastic workforce in an excessively layered organization.
|
277 |
 |
…healthy turnover [occurs] because people should not stay in jobs they dislike, and organizations should not want them to stay.
|
302 |
