The appendix contains what the authors refer to as "Twenty-five Principles Underlying Good Practice for the Golden Age of Management - all with Puritan Overtones." The list is presented below:
Systems and Routines
- Principle One - All successful organizations, however simple, consist of systems within a system.
- Principle Two - All systems are nurtured by routines, which must be regularly reviewed and refreshed.
Structures and Hierarchy
- Principle Three - The most important sub-system in any organization is the managerial hierarchy, which is likely to be based on some form of line-and-staff.
- Principle Four - The best type of hierarchy is "bottom-up".
- Principle Five - Leadership should as far as possible be collective or "collegiate".
- Principle Six - The middle manager is the keystone of the managerial arch.
- Principle Seven - "One man, one boss" - which should be re-stated as "one person, one boss".
- Principle Eight - Meetings are the medium of management work.
- Principle Nine - Integrated decision making leads to right conclusions.
- Principle Ten - Planning should be for the short term (say, one to four years), the medium term (say, five to eight years), and the long term (say, nine years up).
- Principle Eleven - You should make a careful study of the mistakes and successes of the pioneers in your field - and learn from them.
- Principle Twelve - Excellent internal communications in all directions - but above all upwards - are necessary in any successful organization.
- Principle Thirteen - The manager must be a leader in both a practical and moral sense.
- Principle Fourteen - You should use consultants sparingly - and "strategic" consultants never.
- Principle Fifteen - A manager should be aware of his responsibilities to society as a whole including to his company's employees as human beings.
- Principle Sixteen - If ain't broke, you should try to make it work better.
- Principle Seventeen - Avoid debt like the plague - or, if that is impossible, use it sparingly.
- Principle Eighteen - A manager should possess or acquire what is now known as "domain knowledge" - i.e., a profound understanding of the technology and business of his or her company, which can normally be gained only through a long apprenticeship in that company or in the same industry.
- Principle Nineteen - The testing and training of managers should be pragmatic and continuous.
- Principle Twenty - Managers who wish to reach the top should start at or near the bottom.
- Principle Twenty-One - Job rotation (sometimes known as intra-company mobility) is desirable to create the "rounded" executive.
- Principle Twenty-Two - Employment should in general be for the long term - by which is meant, at least, eight and, if possible, ten years.
- Principle Twenty-Three - Complementarity is one of the keys to making appointments.
- Principle Twenty-Four - The remuneration should promote and reward group effort.
- Principle Twenty-Five - Avoid ostentation like the plague.