WILLIAM REDDINGTON HEWLETT

Never try to take a fortified hill, especially if the Army on top is bigger than you are.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

Men and women want to do a good job, and if they are provided the proper environment, they will do so.

Problems, however, are rarely solved on the spur of the moment. They must be organized and dissected, then key issues isolated and defined. A period of gestation then sets in, during which these issues are mulled over. You put them in your mind and consciously or unconsciously work at them at odd hours of the day or night - even at work. It is somewhat analogous to trying to place a name on the face of someone you've met before. Often the solution to a problem comes to you in much the same way you eventually recall the name.

Creativity is an area in which younger people have a tremendous advantage, since they have an endearing habit of always questioning past wisdom and authority.

Creative people have an abiding curiosity and an insatiable desire to learn how and why things work. They take nothing for granted. They are interested in things around them and tend to stow away bits and pieces of information in their minds for the future use. And, they have a great ability to mobilize their thinking and experiences for use in solving a new problem.

All business proceeds on beliefs, or judgments of probabilities, and not on certainties.

If I have to tell a guy he's got something to do, I consider myself a failure as a manager.

All business proceeds on beliefs, or judgments of probabilities, and not on certainties.

Men and women want to do a good job, and if they are provided the proper environment, they will do so.

Never try to take a fortified hill, especially if the Army on top is bigger than you are.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

Creativity is an area in which younger people have a tremendous advantage, since they have an endearing habit of always questioning past wisdom and authority.

If I have to tell a guy he's got something to do, I consider myself a failure as a manager.

Problems, however, are rarely solved on the spur of the moment. They must be organized and dissected, then key issues isolated and defined. A period of gestation then sets in, during which these issues are mulled over. You put them in your mind and consciously or unconsciously work at them at odd hours of the day or night - even at work. It is somewhat analogous to trying to place a name on the face of someone you've met before. Often the solution to a problem comes to you in much the same way you eventually recall the name.

Creative people have an abiding curiosity and an insatiable desire to learn how and why things work. They take nothing for granted. They are interested in things around them and tend to stow away bits and pieces of information in their minds for the future use. And, they have a great ability to mobilize their thinking and experiences for use in solving a new problem.