Quotes About Management

Every coach has his own ideas about managing the team and how it plays.

If I want another job, I'll get one. I haven't set a date of when to stop managing.

It's not simply a case of managing players as they used to be any more, because players now are like small companies. You have to deal with their agents and it's become extremely tough being a manager these days.

I'm not at Manchester United to keep everyone happy.

When you manage Liverpool, you know the Manchester United job is gone.

I want to be able to manipulate and control my career from the creative side.

The only way I'll ever run a marathon is if I'm involved in the administration.

One of the marks of our economic management is that we've always exceeded expectations.

Under fire, you're always afraid. But you harness the fear and use it, attack when you'd rather run. You learn the meaning of courage. It isn't the absence of fear. It's fear management, at its best. You do your duty.

FOREST OF DOOM: This is usually the home of mobile and prehensile TREES. There will e giant SPIDERS too, and Dwellers near the centre who will want to SACRIFICE any stranger to their God. It is best to avoid the place if possible. But the Management usually insists on sending you there. An OLD RUINED CITY is sometimes situated in the heart of this Forest. See also WOODS.

The person who knows 'how' will always have a job. The person who knows 'why' will always be his boss.

It's not the people you fire who make your life miserable. It's the people you don't.

It's one thing to have the vision for a new business, Schumpeter writes, but entirely something else to figure out how to do it. Here we have the second element of entrepreneurship, which involves organizing the business.

The sewer system is a form of welfare state. It's a government funnel to the sea.

Peering succeeds because it leverages self-organization—a style of production that works more effectively than hierarchical management for certain tasks.

day a product development process starts, it is behind schedule and above budget.

To understand products, it is not enough to understand design or technology: it is critical to understand business.

How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence.

In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process queues.

The more detailed we made our plans, the longer our cycle times became

To manage product development effectively, we must recognize that valuable new information is constantly arriving throughout the development cycle. Rather than remaining frozen in time, locked to our original plan, we must learn to make good economic choices using this emerging information.

We should not prioritize on the basis of project profitability, but rather on how this profitability is affected by delay.

Batch size is a tremendously useful tool for reducing queues.

I believe that the dominant paradigm for managing product development is fundamentally wrong. Not just a little wrong, but wrong to its very core. It is as wrong as we were in manufacturing, before the Japanese unlocked the secret of lean manufacturing. I believe that a new paradigm is emerging, one that challenges the current orthodoxy of product development. I want to help accelerate the adoption of this new approach