 |
Labor and management can disagree about money but still respect each other and work toward a settlement in a business-like way.
|
187 |
 |
Indifference is a sin of omission – involving what management does not do – rather than a sin of commission, such as humiliation.
|
190 |
 |
A situation largely devoid of positive feedback gives rise to a feeling that management doesn’t care whether an employee stays or leaves.
|
191 |
 |
…any judgment about a firm’s principles must be based on its behavior in relation to all its key constituencies.
|
236 |
 |
Workers are especially appreciative of a management that sees doing well and good as not only compatible, but mutually reinforcing…
|
238 |
 |
Purposes and principles are much more likely to be translated into practice if… top management [has] not only a long-term business view but [is] also as passionate about products and people as they are about profits.
|
241 |
 |
Statements of purposes and principles will be exercises in futility unless they are accompanied by a serious implementation plan.
|
252 |
 |
Most of what we call management consists of making it difficult for people to get their work done. – Peter F. Drucker
|
255 |
 |
At the end of a day’s work, workers want to feel that something was accomplished by virtue of their efforts.
|
255 |
 |
…when workers genuinely feel accomplishment, their spirits are buoyed.
|
257 |
