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The first myth of management science is that it exists.
Nobody knows what is really going on within this organization.
In any hierarchical system, each employee seeks to achieve his own level of incompetence.
1. Over time, each position will be occupied by an employee who is incompetent in performing his duties.
2. The work is performed by those employees who have not yet reached their level of incompetence.
Every employee starts at his own level of incompetence.
Overcompetence is more undesirable than incompetence.
That which will raise you on one level will lower you on another.
Competence always contains a grain of incompetence.
Internal consistency is valued over efficient work.
Take care of the flies, and the elephants will take care of themselves.
An ounce of reputation is worth a pound of work.
* Placebo is a harmless medicine prescribed to calm the patient.
A competent person is a person who makes mistakes by the rules.
In any organization, work gravitates towards the lowest level of the hierarchy.
Any bureaucratic organization is like a sump: the largest chunks always tend to rise to the top ...
1. Expansion means complication, and complication means decomposition.
2. The number of people in a workgroup tends to increase regardless of the amount of work to be done.
3. If there is a way to postpone an important decision, a real official will always use it.
1. Every boss seeks to increase the number of subordinates, not rivals.
2. Bosses create work for each other.
The lower you sit, the more painful they hit.
The bosses tend to give work to those who are less able to do it.
Subordinates always agree to do the work when the need for it has already disappeared.
The result of the expanding connections between different levels of the hierarchy is an increasing area of misunderstanding.
1. Try to look more significant.
2. Strive to be seen in the company of significant people.
3. Speak confidently and rely only on the obvious.
4. Don't get into an argument. And if you find yourself in a difficult situation, then ask a completely irrelevant question and, while your opponent is trying to figure out what is happening, quickly change the subject of the conversation!
5. Listen carefully when others discuss the problem. This will give you the opportunity to find fault with some banal statement and destroy your opponent.
6. If a subordinate asks you a substantive question, stare at him as if he were crazy. When he looks away, ask him his own question.
7. Receive a generous budget for health, but do not make it public.
8. Leaving the office, always walk as if you are in a hurry. This will save you from questions from subordinates and superiors.
9. Keep the office door closed. This will make it difficult for visitors to reach you and give them the impression that you are always having important meetings.
10. Give all orders verbally. Do not leave notes and documents that can turn against you.
To be able to change the state of affairs is the main property of a leader. And to change it before others is a sure sign of a creative personality.
A fool in a high position is like a man on a mountain top: everything seems small to him, and to everyone else he seems small himself.
Who can do it. He who cannot - teaches.
Those who cannot teach are in control.
The manager must work in such a way that the subordinates think: "Our boss is working so hard. We have to help him!"
Any Caudle is stronger than a lion.
Don't seed, climbing the hierarchical ladder.
The informal management structure crowds out those who hinder its development.
The higher the rank of the leader, the more he needs assistants, assistants, secretaries.
The higher the official floor, the tighter the site.
Merits are remembered, miscalculations are recorded.
In any organization, there is always a person who knows what is really going on. He must be fired.
It's easier to get forgiveness than permission.
Specialists invited from afar always seem to be better than homegrown ones ("There is no prophet in his own country").
Hiring is a victory of hope over experience.
Guide the book even if you don't know the author's name or the title.
Don't let your boss know that you are smarter.
They never know who is right, but we always know who is responsible.
1. Anyone can make a decision if they have enough facts.
2. A good manager can make a decision without having enough facts.
3. An excellent manager can manage affairs, being completely unaware of the state of affairs in production.
If the boss tries to impress subordinates with knowledge of the details, he loses sight of the ultimate goal.
You will save yourself a lot of unnecessary trouble if you burn bridges as soon as you approach them.
The one who pays the least is the one who complains the most.
For bureaucrats, the flow of paper is the more abundant, the more time is spent on reporting less and less work. A steady state is achieved when you spend all your time reporting on doing nothing.
Consultants are mysterious people, they ask the company for some indicator, and then give it out in the report.
The cream is gathering at the top. And the foam too.
If something falls on someone, they will kick it, but they will not pick it up.
The chances of getting the job done are inversely proportional to the number of persons on duty to do it.
Never make decisions yourself if you can get someone else to decide.
No one will write down what you could have done but did not, but everyone has a list of your mistakes.
The person with whom everyone has managed to make friends with difficulty will be the first to be fired during the reorganization.