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Managers are the most expensive resource in most organizations – and the one that depreciates the fastest and needs the most constant replenishment.

A manager’s job exists because the task facing the enterprise requires it – and for no other reason.

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.

A management group that is all of the same age is a management group headed for crisis.

The managerial job must have specific objectives and a specific purpose and function. A manager must be able to make a contribution that can be identified. The manager must be accountable.

Managing is work. But it is not, by itself, full-time work… As a rule, the manager should be both a manager and an individual career professional.

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.

Style’ should never be a consideration, either in designing a managerial job or in filling it. ‘Style’ is packaging. The only substance is performance.