 |
The vision, dedication, and integrity of managers determine whether there is management or mismanagement.
|
004 |
 |
…people within an organization who have management responsibility is not command over people. It is responsibility for contribution. Function rather than power has to be the distinctive criterion and the organizing principle.
|
007 |
 |
As long as measurements are abused as a tool of control, measuring will remain the weakest area in the manager’s performance.
|
009 |
 |
What a manager does can be analyzed systematically.
|
010 |
 |
What a manager has to be able to do can be learned. But there is one qualification the manager cannot acquire but must bring to the task. It is not genius: it is character.
|
010 |
 |
…the ultimate test of management is performance. Achievement rather than knowledge remains, of necessity, both aim and proof.
|
011 |
 |
Management is a practice rather than a science or profession, though containing elements of both.
|
011 |
 |
The management function, the work of management, its tasks and its dimensions are universal and do not vary from country to country.
|
011 |
 |
Responsibility for contribution, rather than genius is the manager’s basic requirement.
|
017 |
 |
The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy.
|
019 |
