Quotes About Management

The trouble with anger is, it gets hold of you. And then you aren't the master of yourself anymore. Anger is. And when anger is the boss, you get unintended consequences.

Allowing anger to seethe on the back burner will lead to a very large lid blowing off a very hot pot.

We know that someone who has channeled his anger into something constructive has not had a cow. How do we know these things?

And I flunked anger management the moment I put the counselor through a stone wall. You might want to keep that in mind. [Thorn]

Anger is only our friend when we know its caliber and how to aim it.

Don't lose your temper; use it.

Houllier couldn't deal with players expressing any anger or questioning any of his decisions

But, as to Mr. Franklin's bedroom (if THAT is to be put back to what it was before), I want to know who is responsible for keeping it in a perpetual state of litter, no matter how often it may be set right--his trousers here, his towel there, and his French novels everywhere. I say, who is responsible for untidying the tidiness of Mr. Franklin's room, him or me?

At the other end of the scale history reports that the men who can manage men manage the men who can manage only things, and the men who can manage money manage all.

Men who can manage men manage the men who can manage only things.

PM está excesivamente organizada y se basa en gran medida en una ineficiente burocracia absurda.

If all the businesses in town are run like country businesses, You are going to have a country town

Are you familiar with the strategic concept of competitive control areas?" Ash asked. "Yes," Stets said.

The trouble was, if you were a chief you had to think, you had to be wise.

George Washington Goethals as the canal's new chief engineer

To open a shop is easy, to keep it open is an artî

One cannot manage too many affairs: like pumpkins in the water, one pops up while you try to hold down the other.

Contradictions if well understood and managed can spark off the fires of invention. Orthodoxy whether of the right or of the left is the graveyard of creativity.

As leaders, we understand that intangibles are important, but we don't have a clue how to measure them.

Big-picture, hands-off leadership isn't likely to work in a change situation, because the hardest part of change—the paralyzing part—is precisely in the details.

Another variety of close-up involves going to the genba, a Japanese term meaning "the real place" or, more loosely, the place where the action happens. Japanese detectives, for instance, call the crime scene the genba. In a manufacturing firm, the genba would be the factory floor, and for a retailing company it would be the store. Practitioners of Total Quality Management encourage leaders to "go to the genba" to understand problems.

created this framework to be useful for people who don't have scads of authority or resources. Some people can get their way by fiat. CEOs, for instance, can

Picking out tiny chunks of work at a time stays the panic.

has a problem focus when he needs a solution focus. If you are a manager, ask yourself: "What is the ratio of the time I spend solving problems to the time I spend scaling successes?