Quotes About Management

I'm grasping with how you do something on a large scale with multiple operations and not have quality decrease.

I loved operations, and I loved operations far from the headquarters. I had no passion for corporate.

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

Leaving all the glamour and air-kissing aside, at the end of the day, fashion is about operations and getting things done. The best way to be successful, therefore, is to learn from the people who do it best.

I don't think it's any different if I'm in the U.S. or in London. I look at operations globally.

I know all three facets of the business: the development side, the operations side, and I know how to borrow the money and how to put the deal together. If it was easy, everybody would do it.

If you look at any normal organization, the CEO is the person with the highest E.Q. The person with the highest IQ is often in the back room running the financials or the operations. That's topsy turvy.

I have very often held a view - and I am public about it - that if you run your operations inefficiently, you can't expect your consumer to pay for your inefficiencies.

I'm a good operator: good with food and good with math.

In my opinion, baseball is as big a business as anything there is. It has to be a business, the way it is conducted.

I've got an opinion on everything, so I should go into management.

Punctuality is but the thief of time

Punctuality is the thief of time.

A ruler should be slow to punish and swift to reward.

Employers are like horses — they require management.

Effective leaders are able to manage the tensions of these two objectives and ensure that the team regularly addresses its processes. They understand that processes are the best vehicle through which the team both works together and thinks together, and the team cannot perform any better than its processes will allow it to.

Jack Welch of GE introduced many to his description of four types of employees based on their contribution to organizational goals and their alignment to corporate values:12 Delivers on commitments/shares our values—upward and onward Misses commitments/shares our values—second chance Does not meet commitments/does not share our values—out Delivers on commitments/does not share our values—this call demands managerial courage and for Welch, that answer is out!

Because many barriers are organizational in nature, team leaders as the boundary managers can play a major role in dampening their effects. In some respects team leaders can play the role of team diplomat and ambassador to other components in the organization.

having a strong balance sheet, making sure the right leaders are in place, and keeping costs in line as some of Dimon's other management qualities.

Businesses make lots of mistakes, so part of the point of business is to analyze them, to correct them, to have some sense of urgency about it; to have a management environment where it's okay to acknowledge mistakes—that way you can fix them," Dimon added.

When his management team gathers, the focus is never on what is going well; it's on the handful of problems that need to be addressed.

I always said capital and conservative accounting are protection. So it's the preparation beforehand: capital, reporting, and liquidity," Dimon added.

The distinguishing thing about Jamie Dimon is that he is very sensitive to the operating issues. He believes in homogenizing systems. He believes in assuring that his management team has very high-quality people who work hard and are dedicated to the company for which they work

Three of his greatest characteristics are he's really smart, he has tremendous energy, and he'll get into the details with anybody on anything. Most people who get to the level that he is at are prone to be superficial when it comes to running the business; they don't have enough time or energy to get into the details," observed Harvard Business School professor Paul Marshall.