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A management that does not define performance as a balance of success and failure over a period of time is a management that mistakes conformity for achievement, and absence of weaknesses for strengths.

The person who consistently renders poor or mediocre performance should be removed from the job for his or her own good.

One owes it to the manager’s subordinates not to tolerate poor performance in their boss. They have a right to be managed with competence, dedication, and achievement.

An organization will have a high spirit of performance if it is consistently directed toward opportunity rather than toward problems.

Making people decisions is the ultimate means of organizational control. No organization can perform better than its people.

Capital… is the one key resource of the organization, and it is by no means the scarcest one. The scarcest resources in any organization are performing people.

…it is a very old observation that few things improve the performance of a physician as much as being a hospital patient for two weeks.

The best structure will not guarantee results and performance, but the wrong structure is a guarantee of nonperformance. All it produces are friction and frustration.

…organization structure will not just evolve. The only things that develop spontaneously in an organization are disorder, friction, and malperformance.

The conscience function of giving vision, of setting standards, and of reviewing performance against standards is basically a top-management function. But it has to work with the entire management group.