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Last updated: Friday 23 Dec, 2005-12.30 P.M (PST)



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Selected by Zeeshan Ahmed Khan
Oct 17 - 23, 2005


Those who perform love what they're doing.

Those who perform love what they're doing. I'm not saying they like everything they do. That's something quite different. Everybody has to do a lot of the routine; there's an enormous amount of the routine. Every great pianist has to do three hours of playing scales each day. And nobody will tell you they love it. You have to do it. It's not fun, but you enjoy it because even after forty years you still feel the fingers improving. Pianists have a wonderful expression I heard many years ago: "I practice until I have my life in my fingers." And, sure it's a dull routine, but you enjoy it.

The same is true of people I've seen in business who enjoy the work. Their routine is: It's got to be done, and I enjoy it because I enjoy the work. And that is the difference, I believe, not between mediocrity and performing, but between what you call a "learning organization"-one where the whole organization grows and then the process changes-and an organization that may be does very well but nobody misses it after five o'clock.

ACTION POINT: Practice until you have your life in your fingers.

"Meeting of the minds," Across the Board: The Conference Board Magazine


It is the purpose of the organization, and the grounds of management authority, to make human strength productive.

It is the task of management to make the institutions of the society of organizations, beginning with the business enterprise, perform for the society and economy, for the community, and for the individual, alike. This requires, first, that managers know their discipline. It requires that they know management. The first task of the manager is indeed to manage the institution for the mission for which it has been designed. The first task of the business manager is, therefore, economic performance. But at the same time she faces the tasks of making the work productive and the worker achieving, and of providing for the quality of life for society and individual. But a leadership group also has to have legitimacy. It has to be accepted by the community as "right". They need to ground their authority in a moral commitment, which at the same time expresses the purpose and character of organizations. There is only one such principle of morality. It is the purpose of organization, and, therefore, the grounds of management authority, to make human strength productive. Organization is the means through which man, as an individual and as a member of the community, finds both contribution and achievement.

ACTION POINT: Use your position of authority to bring out whatever strength there is in the people you are responsible for.

Management: Task, Responsibilities, practices


"The workforce today is screaming for flexibility. If you can help employees meet their outside responsibilities, you're going to have a more productive, more turned on, and more energized workforce. Flexibility is a business tool."

ROBERT LAMBERT, American executive vice president of Carter Hawley Stores.

"Expect nothing, and you can never be disappointed. You might even be pleasantly surprised from time to time."


"Ultimately the businesses that win are those where all the people have the same aim and give freely in their commitment to it."

JOHN HARVEY-JONES, British business consultant.

"The deepest urge in the human nature is the desire to be important."

JOHN DEWEY (1859-1952), American philosopher.

"Observation capitalizes inspiration."


"If you don't experience dark clouds, rain and storms there is no way of measuring sunshine."

JAMES HARDY, Australian businessman.

"Let the newspaper say what they like about you, just as long as they spell your name right."

ANON (Publicity).

"Punctuality is the soul of business."


"The secret of success is constancy to purpose."

BENJAMIN DISRAELI, British Statesman.

"Limited resources demand limited objectives."



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