So much of what we call management consists in making it difficult for people to work.
Unless a man has been taught what to do with success after getting it, the achievement of it must veritably leave him prey to boredom.
Three characteristics of top executives are: slow speech, impressive appearance, and a complete lack of humour.
A well-adjusted executive is one whose intake of pep pills over-balances his consumption of tranquillizers just enough to leave him sufficient energy for the weekly visit to the psychiatrist.
We always think every other man’s job is easier than our own. And the better he does it, the easier it looks.
Are some personalities more likely to go absent than others? Is there an accident-prone personality? Are some personalities drawn to groups that advocate and carry out Luddite behaviour? Can it be shown that strikers have different personalities from those who don’t go on strike? Nearly everyone experiences stress at work but are some personalities more prone than others?
This chapter is concerned with the ‘down-side’ of organizational behaviour, namely work-related problems. Chapters 3, 4 and 5 have demonstrated