Quotes About Management

People who fly into a rage always make a bad landing.

Successful colleges will start laying plans for a new stadium; unsuccessful ones will start hunting a new coach.

Control is ultimately behind every angry outburst.

Cousy quickly learned that the pressure to win as a player as opposed to the pressure to win as a coach was vastly different. The pressure to win as a coach was filled with conflicting demands, to be honest with your players while being honest with the fans, management, and the games' governing body. Success as a coach had a lot to do with relationships and keeping everybody happy and to do that which sometimes caused you to compromise your values.

The single biggest reason organizational changes fail is because no one has thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers all too often forget that people have to let go of the present first. They forget that while the first task of change management is to understand the desired outcome and how to get there, the first task of transition management is to convince people to leave home.

It is for these reasons that managing the neutral zone is so essential during a period of enormous change. Neutral zone management isn't just something that would be nice if you had more time. It's the only way to ensure that the organization comes through the change intact and that the necessary changes actually work the way that they are supposed to.

Do whatever you can to restore people's sense of having some control over their situation.

It is important for leaders to comprehend the implications of what they are trying to achieve and not to let their understanding that renewal is essential blind them to the painful transitions that will be necessary to make things turn out as intended. It is also important for the HR and OD specialists who advise the leaders to recognize that transition management must be built into the very fabric of organizational renewal efforts.

hunt v. 1. harvest The state of Florida preferred the word "harvest" to the word "hunt" when it allowed hunters to kill 35,000 alligators. 2. naturalize kill (ANIMALS) v. 1. harvest; see also hunt 2. manage wildlife 3. depopulate

Even Warren Hastings, who greatly admired Mir Qasim's abilities, was surprised by the speed with which he turned matters around.

The company's business model, management, and market are the three most important criteria. Does the company possess an innovative or disruptive business model that is unique, with barriers to entry to allow for strong growth? What is our assessment of the quality of the management team and our ability to work as good partners? And finally, what is the size and growth potential of the market?

We have no future because our present is too volatile. We have only risk management. The spinning of the given moment's scenarios. Pattern recognition.

Each great company will be known as controlled by one master mind. The reason for this lies in the great superiority of personal management over management by boards and committees. This

Men of routine or men who can do what they are told are not hard to find; but men who can think and plan and tell the routine men what to do are very rare. They are paid in proportion to the supply and demand of them.

They sought to answer such questions as What is the intended destination for this business in ten or twenty years? What must management be doing today to raise the probability of arriving at that destination? And what could prevent this company from reaching such a favorable destination?

Marketing people know the corporate position so well that they automatically develop pricing strategies compatible with it rather than with market needs.

They try to thrive. To multiply. To make murder a method of management.

Those who can command themselves command others.

I do not know much about politics, but I am trying to do the best I can with this administration until the time shall come for me to turn it over to somebody else.

Marshall placed enormous trust in Eisenhower, and Ike always honored him for it. "I must have assistants who will solve their own problems," Marshall told him, "and tell me later what they have done." The historian of Eisenhower's presidency can draw a direct line between these words and Eisenhower's own management style as chief executive, when he too would look for powerful and confident lieutenants and allow them the freedom to run their own departments.

Never forget that the portfolio's the thing: Inevitably, it will contain poorly performing asset classes—there will always be at least one—but its identity will change from year to year.

If you are such an individual and become upset when one of your asset classes does poorly, even when the rest of your portfolio is doing well, then you should not be managing your own money.

C Current Quarterly Earnings and Sales: The Higher, the Better A Annual Earnings Increases: Look for Significant Growth N New Products, New Management, New Highs: Buying at the Right Time S Supply and Demand: Shares Outstanding Plus Big Volume Demand L Leader or Laggard: Which Is Your Stock? I Institutional Sponsorship: Follow the Leaders M Market Direction: How You Can Learn to Determine It

The bee is domesticated but not tamed.