13 quotes
As people acquire more education, their expectations rise as to the amount of responsibility, authority, and income they receive.
New patterns of management (1961)
The superior in one group is a subordinate in the next group, and so on through the organization.
New patterns of management (1961)
All component parts of any system of management must be consistent with each of the other parts and reflect the system's basic philosophy.
New patterns of management (1961)
How best to organize the efforts of individuals to achieve desired objectives has long been one of the world's most important, difficult, and controversial problems.
New patterns of management (1961)
Interaction and decision making relies heavily on group processes.
Interaction and decision making rely heavily on group processes.
Conflict is viewed as the active striving for one's own preferred outcome which, if attained, precludes the attainment by others of their own preferred outcome, thereby producing hostility.
As tasks become more varied and require greater training and skill, the relationship (between job attitudes and performance) appears to change progressively from the negative to positive.
New patterns of management (1961)
To be effective in leading his own work group, a superior must be able to influence his own boss, that is he needs to be skilled both as a superior and as a subordinate.
New patterns of management (1961)
Research reveal that managers achieving better performance (i.e., greater productivity, higher earnings, lower costs, etc. ) differ in leadership principles and practices from those achieving poorer performance.
New patterns of management (1961)
A variety of studies in widely different fields show that supervisors who are getting the best production, the best motivation, and the highest levels of worker satisfaction are employee-centred appreciably more often than production-centred.
New patterns of management (1961)
[Each person] is a member of one or more functioning workgroups that have a high degree of group loyalty, effective skills of interaction and high performance goals.
New patterns of management (1961)
The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance.
New patterns of management (1961)