 |
One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.
|
073 |
 |
If I impart information, I still have it. And in fact, information becomes more valuable the more people have it.
|
075 |
 |
Risk-taking decisions… are made every day by a host of people of subordinate rank, very often by people without a traditional managerial title or position.
|
100 |
 |
Most people can imagine only what they have already seen.
|
116 |
 |
Management by objectives and self-control assumes that people want to be responsible, want to contribute, want to achieve… we know that people tend to act as they are expected to act.
|
267 |
 |
…the first task of managers is to make effective the strengths of people. And this they can do only if they start out with the assumption that people – and especially managers and professional contributors – want to achieve.
|
267 |
 |
An organization can perform only to the capacity of its individual workers; thus people decision must be right. There are dead-end jobs. But there are no unimportant jobs.
|
312 |
 |
There is nobody without prejudices. There is nobody who doesn’t like one person without even knowing why. There is nobody who is objective about people.
|
315 |
 |
Making people decisions is the ultimate means of organizational control. No organization can perform better than its people.
|
315 |
 |
Capital… is the one key resource of the organization, and it is by no means the scarcest one. The scarcest resources in any organization are performing people.
|
347 |
