Quotes About Management

The Managed Heart: Commercialization of Human Feeling, sociologist Arlie Russell Hochschild introduced the notion of "emotional labor.

As Max Weber long ago pointed out, once one sets up a genuinely effective bureaucracy, it's almost impossible to get rid of it.

So far I have proposed that bureaucratic procedures, which have an uncanny ability to make even the smartest people act like idiots, are not so much forms of stupidity in themselves, as they are ways of managing situations already stupid because of the effects of structural violence.

Amerika'daki rejimler hiçbir zaman özel olarak serbest ticaretle ilgilenmemiÅŸtir. Amerikal?lar özellikle uluslararas? yönetim yap?lar? kurmakla daha çok uÄŸraÅŸm??lard?r.

It's those who do not have the power to hire and fire who are left with the work of figuring out what actually did go wrong

The more the economy becomes a matter of the mere distribution of loot, the more inefficiency and unnecessary chains of command actually make sense, since these are the forms of organization best suited to soaking up as much of that loot as possible.

If the organization grows in size, higher-ups' importance will almost invariably be measured by the total number of employees working under them, which, in turn, creates an even more powerful incentive for those on top of the organizational ladder to either hire employees and only then decide what they are going to do with them or—even more often, perhaps—to resist any efforts to eliminate jobs that are found to be redundant.

Just as the United States had managed to largely get rid of the problem of political corruption by making the bribery of legislators effectively legal (it was redefined as "lobbying")

Bir "devlet" dairesinde fiilen görevli memurlar gurubu, gerekli maddi gereçler ve dosyalarla birlikte "daireyi" oluÅŸturur. Özel giriÅŸimde "daire" genellikle "ofis" diye adland?r?l?r.

When managers began trying to come up with scientific studies of the most time- and energy-efficient ways to deploy human labor, they never applied those same techniques to themselves—or if they did, the effect appears to have been the opposite of what they intended.

Efficiency' has come to mean vesting more and more power to managers, supervisors, and presumed 'efficiency experts,' so that actual producers have almost zero autonomy.

The wealth we create is like a bonfire. If controlled, it can warm our families. If allowed to spread wildly, it can devastate.

Stewarship responsibility.

treating financial success as the goal rather than as a by-product of a well-run firm

We try to elevate the empowerment of our people over the organizational niceties of structure and process except to the extent that those structural and process features work to empower our people

A new $100,000 engagement can be very profitable, or be one that loses the firm a lot of money. Yet many firms reward partners for the volume of fees (top-line) that they bring in, not whether or not they bring in profitable work.

Make sure meetings have clear goals, not just agendas, and ensure the goals are met. 4.

Nothing appalled Deming more than the idea of the interchangeable manager. "What is the motivation and purpose of men like this?" he would say with contempt. "Do they even know what they do anymore? What do they produce?" All they knew about was numbers, not product. All they thought about was maximum profit, not excellence of product.

The men were always wary of an officer who took form more seriously than function.

Volcker and Thatcher both plucked from the shadows of relative obscurity a particular doctrine that went under the name of 'neoliberalism' and transformed it into the central guiding principle of economic thought and management.

Three Rules for When You Are Under Fire: 1) Always have a plan for what to do if something bad happens.

if there is no explicit limit to work-in-progress and no signaling to pull new work through the system, it is not a kanban system.

Put simply, excessive defects are the biggest waste in software development

Reducing the quantity of design-in-progress boosts software quality.