Quotes About Management

At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

The key to managing this challenge, of course, is to identify a reasonable number of issues that will have the greatest possible impact on the success of your organization, and then spend most of your time thinking about, talking about, and working on those issues.

The best performance management systems include only essential information, and allow managers and their employees to focus on the work that must be done to ensure success.

this point is critical—no one but the head of an organization can make it healthy.

high school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundamental part of human nature.

More than a third of Rich's fifty-five-hour workweeks (fifty was just not realistic for him) was spent interviewing potential hires.

Rita laughed. "I know. Technically, you're right. But I think a guy at this level needs a little more rope." Rich was adamant now. "No. Less rope. Senior people should get less rope, because in the process of hanging themselves, they snag other people too.

Contrary to the assumptions of his rivals, Rich O'Connor had no tolerance for touchy-feely off-site meetings. In fact, his staff had come to refer to his meetings as "hug-free zones," a term they coined during Telegraph's first management retreat five years earlier.

See, management is an everyday thing. Strategy and financial reporting and planning are not.

and experienced executives than our competitors

management is an everyday thing. Strategy and financial reporting and planning are not.

In many organizations not a decision can be made without calling a meeting. Fear of making a mistake trumps the willingness to take risks. And without some risk-taking there is little chance of creating an exciting future. So rather than risking a decision, leaders and managers have meetings.

There are plenty of ways to get ahead. The first is so basic I'm almost embarrassed to say it: spend less than you earn

You can't let the suits make technical decisions for you.

pointy-haired boss doesn't mind if his company gets their ass kicked, so long as no one can prove it's his fault.

In too many places, kitchen efficiency has become a lost art.

nothing (and I mean nothing!) has a greater effect on investing and economics than government.

another indicator of how well the company is doing is to see whether management is buying stock in the company as well.

Make a diligent effort to control and reduce your debt; otherwise, the debt can become too burdensome.

Further, as a TL, I use a system where my team members get hands-on and either I cover or supervise. This is important because if I get caught getting hands-on, I am not doing my job as a leader. My job is to supervise my team and ensure that we maintain 360-degree security at all times.

Who rules well is always hated.

The trouble shows up when they need to organize output—deciding what to do when and then controlling their own behavior to get there.

But my patience isn't limitless... unlike my authority.

The anger of those in authority is always weighty.