I don’t believe a chief executive should supervise every detail of what goes on in his organization. The chief executive should set broad policy and general ground rules, tell people what he or she wants them to do, then let them do it; he should make himself (or herself) available, so that the members of his team can come to him if there is a problem. If there is, you can work on it together and, if necessary, fine-tune the policies. But I don’t think a chief executive should peer constantly over the shoulders of the people who are in charge of a project and tell them every few minutes what...
Note: Reafon kn the cornerstone of good management
Note: Reagan on the cornerstone of good management:
As long as they are doing what you have in mind, don’t interfere, but if somebody drops the ball, intervene and make a change.
Note: Reagan on the cornerstone of good managememt 2:
Of course, for chief executives to make intelligent decisions and good choices, they have to be well informed about what’s going on in their organization and the world around it.
Note: Reagan on the cornerstone of good management 3:
As we began plowing into the problems we found in Sacramento, one of the first things I told the members of my cabinet was that when I had a decision to make, I wanted to hear all sides of the issue, but there was one thing I didn’t want to hear: the “political ramifications” of my choices. “The minute you begin saying, ‘This is good or bad politically,’” I said, “you start compromising principle. The only consideration I want to hear is whether it is good or bad for the people.” I made the same statement at our first cabinet meeting in Washington.
Note: Reagan on making decisions
Note: Reagan on makkng decisions. Amen!