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The Enthusiastic Employee:
Statements of purposes and principles will be exercises in futility unless they are accompanied by a serious implementation plan.
|
252 |
|
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The Enthusiastic Employee:
Ironically, seeing employees strictly in economic terms is a long-term economic disadvantage for a company because it loses out on the extra performance that people who are enthusiastic about a purpose will give.
|
253 |
|
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The Enthusiastic Employee:
Most of what we call management consists of making it difficult for people to get their work done. – Peter F. Drucker
|
255 |
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The Enthusiastic Employee:
At the end of a day’s work, workers want to feel that something was accomplished by virtue of their efforts.
|
255 |
|
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The Enthusiastic Employee:
…wasted days [in endless departmental meetings with little discernable accomplishment]… are depressing for most workers at all levels.
|
255 |
|
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The Enthusiastic Employee:
…when workers genuinely feel accomplishment, their spirits are buoyed.
|
257 |
|
|
The Enthusiastic Employee:
…bureaucratic procedures introduced with the best of intentions can make it excruciatingly difficult for any task to be accomplished or decision to be made.
|
259 |
|
|
The Enthusiastic Employee:
…the most severe impediments to performance are seen to originate [in middle-organization issues]…
|
260 |
|
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The Enthusiastic Employee:
…the key impediments to job accomplishment are almost invariably a function of the culture set by senior management – especially the CEO…
|
261 |
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The Enthusiastic Employee:
…most people would prefer to operate with considerable autonomy, ignore the paperwork, and be able to rely on the cooperation of other units to effectively perform their job. That’s not news.
|
263 |
