Quotes About Management

And the man who remains calm inevitably takes command of a situation.

Money is a handmaiden, if thou knowest how to use it a mistress, if thou knowest not.

When companies fail, or fail to grow, it's almost always because they don't invest in the people, the systems, and the processes they need.

It is not the fault of the baristas working behind the counter. It is the responsibility of the leadership team to keep our culture alive, growing and thriving.

The secret to modern life is finding the measure in time management. I have two kids, career and I travel, and I don't think my life is any different than most couples. The most valuable commodity now for many people is time and how to parcel that out.

A man cannot govern a nation if he cannot govern a city; he cannot govern a city if he cannot govern a family; he cannot govern a family unless he can govern himself; and he cannot govern himself unless his passions are subject to reason." By understanding many things, I have accomplished nothing." Hugo Grotius

Politics is the art of controlling your environment.

There is a progression of understanding vis-?-vis pro football that varies drastically with the factor of distance -- physical, emotional, intellectual and every other way. Which is exactly the way it should be, in the eyes of the amazingly small number of people who own and control the game, because it is this finely managed distance factor that accounts for the high-profit mystique that blew the sacred institution of baseball off its national pastime pedestal in less than fifteen years.

Time is not dedicated to no man, waste it with that in mind

But what is the theological cost of viewing ministry as management and pastors as professional organizers, albeit in charge of spiritual organizations? What is lost in the switch is the biblical vision of the pastor as a shepherd of a flock of souls. Such

Hitler's unmethodical, even casual, approach to the flood of often serious matters of government brought to his attention was a guarantee of administrative disorder. 'He disliked reading files,' recalled Wiedemann. 'I got decisions out of him, even on very important matters, without him ever asking me for the relevant papers. He took the view that many things sorted themselves out if they were left alone.

I realised that the moon was not a safe place. It knew a thousand ways to kill you if you were stupid, if you were careless, if you were lazy, but the real danger was the people around you. The moon was not a world, it was a submarine. Outside was death. I would be sealed in with these people. There was no law, no justice: there was only management. The moon was the frontier, but it was the frontier to nothing. There was nowhere to run.

When we'd suggested doing it, the Theatre Royal management had said, 'Nobody wants to see Waiting for Godot.' As it happened, every single ticket was booked for every single performance, and this confirmation that our judgment was right was sweet. Audiences came to us from all over the world. It was amazing.

He wasn't management, but that didn't mean he wasn't skilled. Quite the opposite, in Rebus's experience.

The purpose of management, leadership, parenting, or governing - any form of organizational leadership - is to solve today's problems and get ready to deal with tomorrow's problems. And that means managing change.

Subordinates soon learn not to ask the Arsonist for help in solving the problems that he assigned them. If they do, instead of trying to identify the barriers to a solution, he changes the assignment altogether, and in the process he overloads his subordinates with new problems.

The purpose of the Adizes Method is to achieve the process of management described in this book. People participate on subjects which either affect them or to which they have something to contribute. Via synerteams and the POCs, they can change whatever can and needs to be changed. And the structured, disciplined decision-making process of the Adizes Method enables people to feel responsible for the decisions that are made cooperatively.

An organization managed by a Bureaucrat may achieve its goals in spite of its manager because people learn to bypass him. However, the harder the Arsonist tries to manage, the further behind his organization gets. While the Arsonist is busy making everyone else busy, the organization is going nowhere. The Arsonist changes direction too often, and his subordinates do not actually cooperate. The Arsonist fails because an organization cannot constantly change direction.

One of the deans of the Graduate School of Management at UCLA had a sign on his door that read something like: "Warning: I might incorporate you to implement your own ideas." The sign itself, I was told, made several creative faculty members turn away with their suggestions while still at the door.

I call the PAEI the Textbook Manager because one finds him only in textbooks.1 At this point, what should be clear is that no one person behaves like a PAEI. The textbooks that describe management assume a perfect person who does not exist.

Frederick Hertzberg begins his famous article "One More Time: How Do You Motivate Employees?" as follows: "How many articles, books, speeches, and workshops have pleaded plaintively, 'How do I get an employee to do what I want him to do?'" (italics added). Read it again. Is Hertzberg speaking about motivation or manipulation? In

The typical mistake of those who believe that management is necessarily elitist is that they assume that "management" as a group of people and "management" as a process are necessarily one and the same. But management is elitist only if a group of people monopolizes the managerial process—that is, the determination of what environmental threats and opportunities exist and how to react to them.

The hokiness, in which the Opry took a great deal of inverted pride, disguised ruthlessly aggressive management and shrewd organization.

90 percent of my time is spent on 10 percent of the world.