Quotes About Management

The comptroller of New York City ought to have all the characteristics of a major corporation's CFO - quiet rigor, obsessive care for detail, incorruptible judgment, an ability to work assiduously behind the scenes with the key stakeholders.

When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

I own almost 100 hotels in North America. Some of them are only in management, but some of them we have some small stakes in them.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

You can't manage by memo. You can't stand up there and just send out edicts. I think you just gotta really personalize your relationships.

Time has always been used against us on a certain level. The invention of the clock made us accountable to the employer, gave us a standard measure and stopwatch management, and it also led to the requirement of interest-bearing currency to grow over time, the requirement of the expansion of our economy.

My standard training week, there's a lot of training in there. I have a high-performance coach who manages these spreadsheets of mine, manages my sessions and my loads. It's a very complicated process, and he puts me through about 22 sessions a week.

Just because an employee does things differently doesn't mean he or she won't do the job right or as well. If you establish expectations of the goal and the standards to follow, then methodology shouldn't be an issue.

A lot of the drawbacks, a lot of the difficulties that Uber has had, have been completely predictable, and they handled them poorly, so by their own standards they made a lot of mistakes, and I think that they would admit that.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

The most difficult thing is to make sure the standards remain high in each restaurant.

There's this joy that comes from sitting down to solve a problem and standing up when it's done and good. Building a company or managing people is never just done.

Most people think of us as this flamboyant airline, but we're really very conservative from the fiscal standpoint.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

I am the man who stands on the stage spinning plates on the top of poles. Every now and then the PM gives me another plate and I have to keep that going as well.

The man with the ball is responsible for what happens to the ball.

A man can no more make a safe use of wealth without reason than he can of a horse without a bridle.

If you don't take it for granted that the other man will do his job, you're not an executive.

A system under which it takes three men to check what one is doing is not control; it is systematic strangulation.

When you run an organization like the Teamsters one man has to be the boss and run things.

Men are of no importance. What counts is who commands.

The Spirit never makes men the instruments of converting others until they feel that they cannot do it themselves; that their skill in argument, in persuasion, in management, avails nothing.

We really must keep under control, and pretty strict control, the area within which 'The Man in Whitehall' knows best.