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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Professionals require little direction and supervision. What they do require is protection and support.

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An unsuccessful manager blames failure on his obligations; the effective manager turns them to his own advantage. A speech is a chance to lobby... a visit to an important customer a chance to extrac trade information.

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Synergy, the most screwball buzzword of the past decade.

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It is much more difficult to measure nonperformance than performance.

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It is practically impossible for a top management man, or even middle management, to be doing the degree and level of work that he should be doing and, at the same time, have a clean desk.

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