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In sharp contrast to yesterday’s workers, to whom a job was first of all a living, most knowledge workers see their job as a life.

…once beyond the apprentice stage, knowledge workers must know more about their job than their boss does – or else they are no good at all.

…that they know more about their job than anybody else in the organization is part of the definition of knowledge workers.

The [manager’s] job has to have its own authority and its own responsibility. For managers must manage.

…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.

…jobs and a job structure focused on rapid promotion are to be avoided… they result in an unbalanced age structure.

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.

…a job that is all ‘relationships’ and no ‘work’ is not a job at all.

The market for jobs and careers has become a genuine mass market. Every organization, therefore, needs to design a ‘career product’ that will attract and satisfy the career customer of tomorrow.