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Statements of purposes and principles will be exercises in futility unless they are accompanied by a serious implementation plan.

Most of what we call management consists of making it difficult for people to get their work done. – Peter F. Drucker

At the end of a day’s work, workers want to feel that something was accomplished by virtue of their efforts.

…when workers genuinely feel accomplishment, their spirits are buoyed.

…the most severe impediments to performance are seen to originate [in middle-organization issues]…

…the key impediments to job accomplishment are almost invariably a function of the culture set by senior management – especially the CEO…

…a fundamental assumption underlying autocratic management is a distrust of workers and their ability or willingness to do their jobs without a high degree of top-down control.

…people are not machines or parts of machines: they can exercise judgment, have more than one job responsibility, and initiate activity. And they have emotions…

Participative management is an active style [of management] that stimulates involvement, not a passive style that forfeits leadership.

A great deal of research evidence demonstrates the superiority of participative management for performance.