Delegating doesn't mean passing off work you don't enjoy, but letting your employees stretch their skills and judgment.

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Deadlines aren't bad. They help you organize your time. They help you set priorities. They make you get going when you might not feel like it.

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I don't think a manager can work with a person day in and day out and not develop some sort of personal relationship.

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Sometimes listening itself may not be enough - some people must be prodded if you are to find out what they're thinking.

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If the system does the thinking, the thought must be detached from the action, strategy from operations and ostensible thinkers from doers.

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I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

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You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.

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The key managerial processes are enormously complex and mysterious, drawing on the vaguest of information and using the least articulated of mental processes.

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Professional management is an invention that produced gain in organizational efficiency so great that it eventually destroyed organizational effectiveness.

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Society has become unmanageable as a result of management.

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