Quotes About Management

What Washington Needs is Adult Supervision.

What I was quickly discovering about the presidency was that no problem that landed on my desk, foreign or domestic, had a clean, 100 percent solution. If it had, someone else down the chain of command would have solved it already.

Negara yang tidak bisa mengendalikan sumber energinya, tidak bisa mengendalikan masa depannya.

The question we ask today is not whether our government is too big or too small, but whether it works

We talk to these folks because they potentially have the best answers, so I know whose ass to kick.

The power to shape budgets and guide policy was what we needed, and that power lay elsewhere.

I hope you don't mind me asking, Your Majesty," I said, "but how do you keep up with twelve wives?" "Very badly," he said, shaking his head wearily. "One of them is always jealous of the others. It's more complicated than Middle East politics.

I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to

As much as Tim blamed himself during the next morning's postmortem, I recognized it as a systems failure—and a failure on my part to put those who worked under me in a position to succeed.

I reminded myself that every president felt saddled with the previous administration's choices and mistakes, that 90 percent of the job was navigating inherited problems and unanticipated crises. Only if you did that well enough, with discipline and purpose, did you get a real shot at shaping the future.

In Workers in a Lean World: Unions in the International Economy (Verso, 1997), Kim Moody cites studies finding an increase in stress-related workplace injuries and illness between the mid-1980s and the early 1990s. He argues that rising stress levels reflect a new system of "management by stress" in which workers in a variety of industries are being squeezed to extract maximum productivity, to the detriment of their health.

Hard-headed corporate culture is becoming interested in how to get more work out of fewer workers. They're realizing that if their workers are happy, they will work harder and more productively. So they're leading the charge."49

Mires a donde mires, te encuentras con la jerga empresarial: "incentivos", "valor añadido", "pasos adelante"; las mismas cadenas de mando, las mismas oficinas con iguales mesas y cubículos, la misma funcionalidad neutral, sin concesión alguna a la estética; la misma fe en la motivación y en el espíritu de equipo prefabricado.

Just as layoffs were making a mockery of the team concept, employees were urged to find camaraderie and a sense of collective purpose at the microlevel of the team. And the less teamlike the overall organization became with the threat of continuous downsizing, the more management insisted on individual devotion to these largely fictional units.

Quienes están haciendo las reestructuraciones despiden a una persona de cada tres y luego ponen un póster inspiracional en el pasillo para tapar la herida psicológica.

When you manage people, you must first convince them they need managing. So you create the problems and then let the people cry for solutions.

You manage the place?" He smiled. "Something like that." Someone brought a stretcher. The dark-complected guy was gritting his teeth and whimpering. Someone admonished him, "Urusei na! Gaman shiro!" Shut up! Take the pain!

For hitter or pitcher, rookie or veteran, baseball has long been defined by failure rather than success, the old a-.300-hitter-gets-out-7-times-in-10-at-bats truism. Dealing with and managing failure is an essential—some would say the essential—part of the job description.

To maintain the P/PC Balance, the balance between the golden egg (production) and the health and welfare of the goose (production capability) is often a difficult judgment call. But I suggest it is the very essence of effectiveness.

Effective leadership is putting first things first. Effective management is discipline, carrying it out

Effective people lead their lives and manage their relationships around principles; ineffective people attempt to manage their time around priorities and their tasks around goals. Think effectiveness with people; efficiency with things.

When we talk about time management, it seems ridiculous to worry about speed before direction, about saving minutes when we may be wasting years.

The clock represents our commitments, appointments, schedules, goals, activities—what we do with, and how we manage our time.

In the words of both Peter Drucker and Warren Bennis, "Management is doing things right; leadership is doing the right things." Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.