Quotes About Organization

what's generally expected, and come prepared.

When your boss assigns you a project, take good notes and ask questions regarding anything you're not sure about. … The key question to ask: "What are the results you're looking for?" Be clear, too, about deadlines and who needs to be looped in on the project.

I have a little kitchen office at home, where I do all my kids' stuff.

Numbers arrange themselves the way numbers will, just as a word will, a story.

When it comes to housework the one thing no book of household management can ever tell you is how to begin. Or maybe I mean why.

I believe good plans are the best way to maximize fun, avoid disaster, and possibly, save the world. I spend a lot of my time making them.

Organized Christianity that fails to make a disturbance is dead.

In properly organized groups no faith is required what is required is simply a little trust and even that only for a little while, for the sooner a man begins to verify all he hears the better it is for him.

Gates had a notion that only solid code writers should manage and all managers of code writers should keep writing code.

I have so much paperwork. I'm afraid my paperwork has paperwork.

Kate) had found multiple titles by individual authors scattered willy-nilly through the collection. It made her want to pull her hair out. Obviously!- an individual author's body of work all belonged on one shelf, the works arranged, in turn, by whatever system was most suitable: by volume number, alphabetically by title, or by the year of publication, or, in case of playwrights, works grouped by genre- tragedies with tragedies, comedies with comedies, histories with histories, and so on.

una buena idea nunca es más fuerte que la estructura que debe apoyarla.

Hoarding appeared to result, at least in part, from deficits in processing information. Making decisions about whether to keep and how to organize objects requires categorization skills, confidence in one's ability to remember, and sustained attention. To maintain order, one also needs the ability to efficiently assess the value or utility of an object.

Invariably, people who suffer from hoarding problems fail to maintain even the most rudimentary organization of their stuff—but not from lack of effort. Like Irene, most have spent countless hours trying to organize their possessions, with little success. Deficits in executive functions such as planning, categorization, organization, and attention leave them lost amid a sea of things, unable to figure out what to do next.

Naturals felt best in groups of a hundred or so, and even better if only a few dozen were involved. Hunting parties had been about that size, even for the big, long-extinct game. Many important institutions were of the same rough scale—the ancient village, governing councils of nations, commanding élites of vast armies, teams playing games, orchestras, family fests. All human enterprises that worked were of that size, and nearly everything that failed was not. So

Civilization had long maintained the appearance of such communal closeness, in small units people could manage. Societies had evolved that could stack such social nuggets into vaster larger arrays. A squad of ten worked well together, and united with ten other squads could do far more. Those ten who commanded squads could then meet in a room and make up a squad themselves, and so on up a pyramid that could sum the labours of billions. All

Open and use a separate bank account for your entity's activities.

That's the paradox of change in a bureaucracy: what seems doable isn't transformational and what's transformational doesn't seem doable. The result: an endless succession of tweaks that never succeed in making the organization fundamentally more capable.

With every crisis, authority moves to the center, and stays there. And as bureaucracy grows stronger, those who might resist it grow weaker.

The fault lies not with any particular manager, but with a management regime that empowers the few at the expense of the many, that prizes conformance over originality, that wedges human beings into narrow roles, robs them of agency, and treats them as mere resources.

In a bureaucracy, human beings are instruments, employed by an organization to create products and services. In a humanocracy, the organization is the instrument—it's the vehicle human beings use to better their lives and the lives of those they serve.

The question at the core of bureaucracy is, "How do we get human beings to better serve the organization?" The question at the heart of humanocracy is, "What sort of organization elicits and merits the best that human beings can give?

How, exactly, do the archetypical features of bureaucracy—stratified decision rights, formalized unit boundaries, specialized roles, and standardized practices—undermine adaptability, innovation, and engagement?

Bringing the ATLAS detector to life required tons of leadership and creativity. What it didn't require was a pyramid. No one within the ATLAS consortium had the power to give an order. Everyone was a colleague and no one was a boss. Despite this, the ATLAS detector was completed on time and within budget.