Quotes About Management

Never Be the Bearer of Bad News. The king kills the messenger who brings bad news: This is a cliche but there is truth to it. You must struggle and if necessary lie and cheat to be sure that the lot of the bearer of bad news falls on a colleague, never on you. Bring only good news and your approach will gladden your master.

You do not have to know all the details. Sometimes you need to delegate—let your subordinates handle the information gathering.

Control is an elusive phenomenon. Often, the harder you tug at people, the less control you have over them. Leadership is more than just barking out orders; it takes subtlety.

Se existe um ideal a ser alcançado, deve ser o do guerreiro estratégico, o homem ou a mulher que administra situações difíceis e pessoas por meio de manobras hábeis e inteligentes.

Un paso crítico en la creación de una eficiente cadena de mando es reunir un equipo calificado que comparta tus metas y valores. Este equipo te dará muchas ventajas: personas entusiastas y motivadas que pueden pensar por sí mismas; una imagen como delegador@, como líder just@ y democrátic@, y un ahorro de tu valiosa energía, que puedes reorientar hacia el panorama general.

Problems do not queue up outside a statesman's door, waiting to be solved in an orderly fashion, chapter by chapter, as the books would have us believe; instead they crowd in en masse, demanding attention.

But there is as much skill in knowing how to handle a meeting of ten as there is in manipulating a gathering of hundreds.

Bosses shape how people spend their days and whether they experience joy or despair, perform well or badly, or are healthy or sick. Unfortunately, there are hoards of mediocre and downright rotten bosses out there, and big gaps between the best and the worst.

The best bosses do more than charge up people, and recruit and breed energizers. They eliminate the negative, because even a few bad apples and destructive acts can undermine many good people and constructive acts.

both are key components of what is commonly referred to as classroom management (Marzano et al., 2003). A case can be made that if strategies for these two elements are not in place, a teacher will have little control of the classroom.

explain decisions as seldom as possible; the more often you explained, the more explanations were necessary, until they were all you had time for.

there were always five things that needed doing immediately and ten that should have been done yesterday.

How could a merchant lead people? Did not merchants have to focus on their wares? It was ridiculous.

a general can take care of the living or weep for the dead, but he cannot do both.

Money is a powerful force. don't use it against you. If your self-discipline and financial intelligence are low, money will run over you. It will be smarter than you to take over your life.

nueve de cada diez negocios fracasan, es porque se enfocan en el producto y no en toda la estructura del negocio.

los impuestos pueden llegar a ser tu mayor gasto.

To function efficiently, any group of people or employees must have faith in their leader.- Capt. Bligh(ret.)

The challenge is to maintain a high-level, broad perspective, understand enough details to make sensible and executable decisions, and then delegate responsibility for implementation. "Microknowledge" must not become micromanagement, but it sure helps keep people on their toes when they know that the secretary knows what the hell he's talking about. If the secretary of defense doesn't

The more frequently you intrude, implicitly reminding them it is your change, the less they will believe it is theirs. Successful implementation, in short, depends upon them. The leader cannot hold individuals accountable for driving change if he refuses to let go of the steering wheel. He must trust his subordinates, replace them if necessary. But he mustn't micromanage them.

very size and structure of the department assured ponderousness, if not paralysis, because so many different organizations had to be involved in even the smallest decisions.

I have always believed that firing someone or asking for a resignation should be carried out face-to-face by the one making the decision. (The only two presidents I had worked for who were willing to do this were Ford and Carter.)

How you make people more efficient and productive, more effective, more responsive, more open-minded, better at their jobs, is little affected by the placement of their organization on the chart. There is one exception to this general proposition: getting rid of boxes on the chart—reducing layering—is almost always a good thing.

One tactic of bureaucracies is to so fill the boss's time with meetings that he or she has no time to meddle in their affairs or create problems for them.