Quotes About Management

You have to keep the business side together as well as the creative side. We have constantly surprised people and stayed with bands until they have grown on people.

It's always better to deliver the news yourself rather than allow your boss to be surprised.

I'm very good at delegating - people work much better when they have a real sense of responsibility. But at the same time, I don't like surprises. I don't pore over every shoot, but I do like to be aware at all times of what's going on.

In baseball, nothing surprises me. I understand this is a business.

Being a football manager is no fun at all. You have to put up with all the hassle. It is not surprising that so many turn grey or have heart attacks.

The surprising question we get is, 'How many people telecommute at Google?' And our answer is, 'As few as possible.'

I'm not sneering at sex. It's necessary and it doesn't have to be ugly. But it always has to be managed. Making it glamorous is a billion-dollar industry and it costs every cent of it.

Kroldech isn't fit to command fleas attacking a dog.

Your job, your home, your relationships, your very life - and your death - all, and more, are managed, controlled and directed by the law.

By giving up or sharing control of small, nettlesome issues like dress codes, and of graver matters like factory closings and security, management creates a culture of self-government that has more resilience than any my-way-or-the-highway dictatorship.

Winning the lottery isn't luck, it's an accident. Spending the proceeds wisely is luck.

At times, intuition can lead to mistakes, although maybe less often than numbers-based decision-making. We've made our share of intuitive mistakes at Semco. Life is full of mistakes. But you won't catch me subscribing to the new age management mantra—to err is human, but erring twice is not so hot. I don't buy the notion that we must carefully study our mistakes in order not to repeat them.

Managers aren't looking for ten- or twenty-year change programs—they want simple, objective goals: profit, growth, healthy quarterly reports, trained people, orderly markets, competitive advantage. Until these organizations face reality, give up the futile quest for control and begin to respect such concepts as workplace democracy, the need to question everything, and the search for a more balanced existence, even the most modest goals will be beyond reach.

Dissent and democracy go hand in hand. It's also good management technique. What traditional executives don't consider is that decisions arising from debate are implemented much more quickly because explanations, alternatives, objections, and uncertainties have already been aired. As a result of democracy, employees have had their say, and projects or ideas have been analyzed from every point of view.

This man in Guatemala, he's your manager, isn't he?" Zemurray asked. Yes. "Then listen to what the man is telling you. You're here, he's there," said Zemurray. "If you trust him, trust him. If you don't trust him, fire him and get a man you do trust in the job.

The best tycoons are like magicians: they know when to share information and when to withhold. - p141

sharing the future with someone would certainly mean that repetitions had to be managed more skillfully.

F-rated Natchez High, with 700 students, had four principals and four assistant principals, all making between $50,000 and $82,000 a year plus benefits. By contrast, the A-rated public high school in Tupelo, Mississippi, with 2,100 students, had just one principal, working with one assistant principal.

Ye gods! But you're not standing around holding it by the hand all this time. No. [...] [T]he dough takes care of itself. [...] While you cannot speed up the process, you can slow it down at any point by setting the dough in a cooler place [...] then continue where you left off, when you are ready to do so. In other words, you are the boss of that dough.

Just a vicar. And with those words she'd tried to reduce him to something manageable, maneuverable, understandable. She'd given no thought as to what the word truly meant. Or why his control was so necessary. It was in proportion to how much he felt and how much he needed to give day after day.

Good time management is not about buying a great calendar or planner. It is not about learning tricks to move faster, or about doing everything with mechanical efficiency. It's about creating days that are meaningful and rewarding to you, and feeling a sense of satisfaction in each and every one of your tasks.

Take control. Tell everyone what's going to happen and stick to the plan, whatever it is.

from 'officials', who held more senior positions. The

We can quibble about what precise percentage of performance it accounts for, but no one can seriously question that smartness—the intellectual ability to do the job—is one of the primary determinants of whether someone succeeds or fails at managerial work.