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…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.

…no matter how routine a job might appear, there is almost always room for worker judgment.

…for the theory and practice of management… there is often too much emphasis on human differences and not enough on human similarities.

…with fewer controls comes great employee commitment and enthusiasm, which, in turn and in the manner of a virtuous cycle, requires fewer controls to operate effectively.

…quality is associated with traits that workers value – traits that are distinctly human, such as craftsmanship, dedication, and judgment.