 |
…management has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.
|
078 |
 |
Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results – whether inside or outside, whether under the institution’s control or totally beyond it.
|
081 |
 |
When managers speak of marketing, they usually mean the organized performance of all selling functions. This is still selling… selling and marketing are antithetical rather than synonymous or even complementary.
|
099 |
 |
Style’ should never be a consideration, either in designing a managerial job or in filling it. ‘Style’ is packaging. The only substance is performance.
|
244 |
 |
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.
|
248 |
 |
The attempt to find ‘potential’ is altogether futile. It is less likely to succeed than simply choosing every fifth person. Performance is what counts…
|
253 |
 |
An employer has no business with a subordinate’s personality. Employment is a specific contract calling for specific performance, and for nothing else.
|
253 |
 |
The greatest advantage of management by objectives is perhaps that it makes it possible for managers to control their own performance. Self-control means stronger motivation: a desire to do the best rather than do just enough to get by.
|
266 |
 |
Performance is… the consistent ability to produce results over prolonged periods of time and in a variety of assignments.
|
281 |
 |
A performance record must include mistakes. It must include failures. It must reveal a person’s limitations as well as strengths.
|
281 |
