 |
Contrary to popular opinion, the world is not becoming dominated by flatter, even bossless, network organizations.
|
006 |
 |
…going bossless can lead to more meetings, more arguing, and less time spent working!
|
111 |
 |
…the executive defines the company’s purpose and objectives, giving everyone a sense of direction and adding meaning to work.
|
159 |
 |
Managers should seek to balance… finding the blend between centralization and decentralization that works best in their situation.
|
197 |
 |
Most workers don’t want or need a manager telling them what to do and when to do it. But managers have to design the system in which empowered, autonomous, educated knowledge workers can flourish.
|
245 |
 |
Trust is necessary because so many things in the workplace go unstated. Expectations change, often without notice.
|
253 |
 |
Incentive schemes and delegation go together; neither works without the other.
|
260 |
 |
When you knock on the door of opportunity, do not be surprised that it is Work who answers.
|
023 |
 |
[Multitasking] is incompatible with the peak-concentration states that are associated with high performance and quality work.
|
179 |
 |
Working straight through the day with no breaks makes people unhappy and less productive.
|
184 |
