If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.

Quality of character doesn't make a leader, but the lack of it flaws the entire process.

If a government commission had worked on the horse, you would have the first horse that could operate its knee joint in both directions. The trouble is it couldn't have stood up.

If a manager spends more than 10 percent of his time on "human relations" the group is probably too large.

It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.

The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.