|
|
Management:
A company that is expanding rapidly is well-advised to bring into important positions a few seasoned and older outsiders who have made a career elsewhere.
|
240 |
|
|
Management:
…jobs and a job structure focused on rapid promotion are to be avoided… they result in an unbalanced age structure.
|
240 |
|
|
Management:
A management group that is all of the same age is a management group headed for crisis.
|
241 |
|
|
Management:
The managerial job must have specific objectives and a specific purpose and function. A manager must be able to make a contribution that can be identified. The manager must be accountable.
|
241 |
|
|
Management:
Managing is work. But it is not, by itself, full-time work… As a rule, the manager should be both a manager and an individual career professional.
|
241 |
|
|
Management:
As far as possible, a manager’s j ob should be designed so that it can be done by one person working alone and with the people in the unit that he or she manages.
|
241 |
|
|
Management:
…one can either work or meet. One cannot do both at the same time.
|
241 |
|
|
Management:
Titles do create expectations. They do imply rank and responsibility. To use them as empty gestures – that is, as substitutes for rank and responsibility – is asking for trouble.
|
242 |
|
|
Management:
…organization structure has to be impersonal and task focused. Otherwise it is impossible to have continuity and to have people succeed each other.
|
243 |
|
|
Management:
Style’ should never be a consideration, either in designing a managerial job or in filling it. ‘Style’ is packaging. The only substance is performance.
|
244 |
