Book Titles

…there are no universally ‘best’ solutions to organizational problems, only trade-offs that depend on the contingencies facing the company.

Identifying and acting upon …trade-offs – not decentralizating everything, everywhere – is the key to successful leadership.

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.

Trust is necessary because so many things in the workplace go unstated. Expectations change, often without notice.

…when managers delegate authority, they need to do so carefully and sincerely if they are to foster the kind of trust that makes a hierarchy work.

Building and maintaining good psychological contracts is all about sustaining good relations.

The larger and more complex the organization, the greater the likelihood of conflict.

Finding just the right level of transparency between units is a key management challenge.

Incentive schemes and delegation go together; neither works without the other.

…if the costs of delay are high enough, then quick decisions are often worth the risk.