Quotes About Management

To manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.

Natural resources are meant to be used, not squandered and abused.

Zwo?ali?my zebranie w sprawie wniosków i przyj?li?my wniosek, ?eby zwo?a? zebranie w sprawie walki z niepunktualno?ci?. Zwo?ali?my zebranie w sprawie walki z niepunktualno?ci? i przyj?li?my wniosek, ?eby si? nie spó?nia?.

Whatever is in your hands, you keep that in perfect condition; then what is beyond you will anyway happen. But people are always trying to work at what is beyond them, not taking care of what is in their hands.

In any organization, someone must be the boss. If it's even just one person, you've got to be the boss of yourself.

In all our deeds, the proper value and respect for time determines success or failure.

Taking the I-Ops anywhere was a lot like taking a preschool on a field trip. Though Asher thought the preschoolers would probably listen better.

Lots of businesses talk about values, but in turbulent times, when they matter most, executives often forget to operationalize them.

As Eisenhower said (in a very different context to be sure, but the point applies here as well), "plans are worthless, but planning is everything.

Now it is in our power, not to print them; and if they creep in and lurk in some corner, it is in our power to wipe them off.

In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help explain the mysteries of management and leadership.

And what of the notion that "trust must be earned"? Sensible though it may sound, great managers reject it. They know that if, fundamentally, you don't trust people, then there is no line, no point in time, beyond which people suddenly become trustworthy.

This is the same feeling that many managers unwittingly create in their employees. Even when working with their most productive employees, they still spend most of their time talking about each person's few areas of nontalent and how to eradicate them. No matter how well-intended, relationships preoccupied with weakness never end well.

These four characteristics — simplicity, frequent interaction, focus on the future, and self-tracking — are the foundation for a successful "performance management" routine.

This company didn't have one culture. It had as many cultures as it did managers. No

This thinking is well-intended but overly simplistic, reminiscent perhaps of the four-year-old who proudly presents his mother with a red truck for her birthday because that is the present he wants. So the best managers reject the Golden Rule. Instead, they say, treat each person as he would like to be treated, bearing in mind who he is.

Actually, the data reveals that checking in with your team members once a month is literally worse than useless. While team leaders who check in once a week see, on average, a 13 percent increase in team engagement, those who check in only once a month see a 5 percent decrease in engagement.

But the best managers have the solution: Ask. Ask your employee about her goals: What are you shooting for in your current role? Where do you see your career heading? What personal goals would you feel comfortable sharing with me? How often do you want to meet to talk about your progress?

During Gallup's interviews with great managers, we found a consistent willingness to hire employees who, the managers knew, might soon earn significantly more than they did.

people leave managers, not companies. So

employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

The greatest managers in the world do not have much in common. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom.

Talented employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

They were concentrating first on the others. They got them more or less under control before they started in on everybody else.