|
|
Management:
…an activity that does not… have any relationship to results… is an activity that should be outsourced.
|
420 |
|
|
Management:
There is one overall rule: activities that make the same kind of contribution can be combined in one component under one management, whatever their technical specialization.
|
420 |
|
|
Management:
A decision should always be made at the lowest possible level and as close to the scene of action as possible.
|
422 |
|
|
Management:
There is no perfect organization. At its best, an organization structure doesn’t cause trouble.
|
423 |
|
|
Management:
A basic rule of organization is to build the fewest possible management levels and forge the shortest possible chain of command.
|
423 |
|
|
Management:
Too many meetings is an indication that jobs have not been defined clearly, have not been structured big enough, have not been made truly responsible.
|
424 |
|
|
Management:
The rule should be to minimize the need for people to get together to accomplish anything.
|
424 |
|
|
Management:
An organization in which people are constantly concerned about feelings and about what other people will or will not like is not an organization that has good human relations.
|
424 |
|
|
Management:
Overstaffed organizations create work rather than performance. They also create friction, sensitivity, irritation, and concern with feelings.
|
424 |
|
|
Management:
…organizational changes should not be undertaken often and should not be undertaken lightly. Reorganization is a form of surgery, and even minor surgery has risks.
|
425 |
