11 quotes
There is only one valid definition of a business purpose: to create a customer.
The Practice of Management (1954)
A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
The Practice of Management (1954)
Free enterprise cannot be justified as being good for business. It can be justified only as being good for society.
The Practice of Management (1954)
The days of the 'intuitive' manager are numbered.
The Practice of Management (1954)
It does not matter whether the worker wants responsibility or not, ...The enterprise must demand it of him.
The Practice of Management (1954)
- A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
The Practice of Management (1954)
The better a man is, the more mistakes will he make - for the more new things he will try. I would never promote a man into a top level job who had not made mistakes, and big ones at that. Otherwise he is sure to be mediocre.
The Practice of Management (1954)
Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
The Practice of Management (1954)
The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the job. In our society of organizations, it is the job through which the great majority has access to achievement, to fulfillment, and to community.
The Practice of Management (1954)
The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship. He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.
The Practice of Management (1954)
It does not follow from the separation of planning and doing in the analysis of work that the planner and the doer should be two different people. It does not follow that the industrial world should be divided into two classes of people: a few who decide what is to be done, design the job, set the pace, rhythm and motions, and order others about; and the many who do what and as they are told.
The Practice of Management (1954)