Quotes About Management

Do the hard jobs first. The easy jobs will take care of themselves.

But what do average people do? The exact opposite. If they don't like a thing, they bawl out their subordinates; if they do like it, they say nothing.

This man declared that during all that time he had never heard Owen D. Young give a direct order to anyone. He always gave suggestions, not orders. Owen D. Young never said, for example, "Do this or do that," or "Don't do this or don't do that." He would say, "You might consider this," or "Do you think that would work?" Frequently he would say, after he had dictated a letter, "What do you think of this?

I had all I could do to keep from breaking down, but I resolved I would not cry and have all those men make remarks about women not being able to handle a management job because they are too emotional.

Dr. Sadler opened up the drawers of his desk. All empty—except for supplies. "Tell me," said the patient, "where do you keep your unfinished business?" "Finished!" said Sadler. "And where do you keep your unanswered mail?" "Answered!" Sadler told him. "My rule is never to lay down a letter until I have answered it. I

White Motor Company's plant struck for higher wages and a union shop, Robert F. Black, then president of the company

In two days he saw Rupert Murdoch, his son James, and the management of their Wall Street Journal; Arthur Sulzberger Jr. and the top executives at the New York Times; and executives at Time, Fortune, and other Time Inc. magazines. "I would love to help quality journalism," he later said. "We can't depend on bloggers for our news.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

Jobs barked at him.

Succeeded Eisner as Disney CEO in 2005. JONATHAN "JONY" IVE. Chief designer

He never trusted Jobs with a key to the stockroom.

Wozniak began to rankle at Jobs's style. "Steve was too tough on people. I wanted our company to feel like a family where we all had fun and shared whatever we made.

If he was displeased, he might scream and get hopping mad and use expletives, but he wouldn't do it in a way that would totally destroy the person he was talking to. It was just his way to get the person to do a better job.

the ideal chief executive as an outside person, an inside person, and a person of action.

Seasons or Ritz-Carlton hotel. So Johnson sent his first five store managers through the Ritz-Carlton training

His management mantra was "Focus." He eliminated excess product lines and cut extraneous features in the new operating system software that Apple was developing

When one early employee wanted to see the company's organization chart, Noyce made an X in the center of a page and then drew a bunch of other Xs around it, with lines leading to each. The employee was at the center, and the others were people he would be dealing with.

TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011.

At a meeting early in his tenure, Cook was told of a problem with one of Apple's Chinese suppliers. "This is really bad," he said. "Someone should be in China driving this.

I was way too shy ever to be a business leader like Steve.

Instead he had a trait that was just as useful in promoting collaborative creativity and managing a team: he was decisive. More important, his decisiveness was based not on emotion or personal favoritism but rather on a rational and precise analysis of options.

ought to go ahead and do it," he said. He argued that if he joined Apple full-time, he would not have to go into management or give up being an engineer. "That was exactly what I needed to hear," Wozniak later said. "I could stay at the bottom of the organization chart

ROBERT IGER. Succeeded Eisner as Disney CEO in 2005.

never could, and he was able to avoid having too many bozos working