Quotes About Management

The most important figures needed for management of any organization are unknown and unknowable.

It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to- that is what they must do.

MBWA (management by walking around) is hardly ever effective. The reason is that someone in management, walking around, has little idea about what questions to ask, and usually does not pause long enough at any spot to get the right answer.

She asked a vendor if it would not be a good idea to inform the customer that his order will come late. No, he would get mad. Well, what happens when you deliver order late? He gets mad. Then why didn't you tell him in advance, so that he could prepare? He would get mad twice.

The fact is, they tell me, that they are forced to cut corners to meet production. They never have time to finish anything. Push for production robs them of the chance to go into the production area to learn the problems created by the designs that they construct.

Blame the process, not the people.

The job of management is to replace work standards by knowledgeable and intelligent leadership.

How can he, when, after stopping his machine to adjust it because it was making only defective product, the foreman comes and along and orders him in two words, "Run it". In other words, "Make defective product.

The superintendent is afraid to make a decision. If he does nothing, he has nothing to explain to his superiors. No explanation is required if a man in management for doing nothing.

A supervisor comes in and is gone in five weeks. Another one comes in. He likewise knows nothing about this job and has no intention to learn much about it, as he too will move on any day.

What good comes of making a suggestion to foreman? He just smiles and walks away.

Employee involvement, employee participation, and quality of work life, these groups predictably disintegrate within a few months from frustration, finding themselves unwilling parties to a cruel hoax, unable to accomplish anything, for the simple reason that no one in management will take action on suggestions for improvement.

Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.

Anger is not inappropriate in and of itself. But there

If a sufficient number of management layers are superimposed on top of each other, it can be assured that disaster is not left to chance.

A President has a great chance; his position is almost that of a king and a prime minister rolled into one.

Invariably, micromanaging results in four problems: deceit, disloyalty, conflict, and communication problems.

Public Relations is the management of communication between an organization and its publics.

Like a human being, a company has to have an internal communication mechanism, a "nervous system", to coordinate its actions.

We know there is a problem with communication but we are not going to discuss it in front of the entire staff.

The flatter the corporate hierarchy, the more likely it is that employees will communicate bad news and act upon it.

In crisis management, be quick with the facts, slow with the blame.

Adding manpower to a late software project makes it later

The computer actually may have aggravated management's degenerative tendency to focus inward on costs.