Quotes About Organization

anarchosyndicalist Fernand Pelloutier asked: "Must even the transitory state to which we have to submit necessarily and fatally be the collectivist jail? Can't it consist in a free organization limited exclusively by the needs of production and consumption, all political institutions having disappeared?

2. I live in an apartment. I could never live anywhere but in an apartment. I love apartments because I lose everything. Apartments are horizontal, so it's much easier to find the things I lose-- such as my glasses, gloves, wallet, lipstick, book, magazine, cell phone, and credit card. The other day I actually lost a piece of cheese in my apartment.

I tried having two purses, one for personal things and one for work things. (Yes, I know: The second purse is usually called a briefcase).) This system works for most people but not for me, and for a fairly obvious reason, which I've already disclosed: I am not an organized human being.

Ryder - the oldest, Avery continued. He's standing as job boss on this project. Owen's the detail guy, runs the numbers, makes the calls, takes the meetings. Or most of them. Beckett's an architect.

Avery McTavish - The Last Boyfriend Insanity...She knew how to organize and stay that way. But it seemed to her all her organization skills arrowed toward work and missed her life by a mile.

get you to your room." "No, my office

own personal calendar.

Without rules, chaos.' With chaos, life.

That was about to change. She watched her mother pack. Susan, her rich brown hair already coiled in her signature French twist, neatly hung another suit in the organized garment bag, then checked off the printout with each day of the week's medical conference broken into subgroups. The printout included a spreadsheet listing every event, appointment, meeting and meal, scheduled with the selected

This control of a machine on the basis of its actual performance rather than its expected performance is known as feedback, and involves sensory members which are actuated by motor members and perform the function of tell-tales or monitors—that is, of elements which indicate a performance. It is the function of these mechanisms to control the mechanical tendency toward disorganization; in other words, to produce a temporary and local reversal of the normal direction of entropy.

We have already seen that certain organisms, such as man, tend for a time to maintain and often even to increase the level of their organization, as a local enclave in the general stream of increasing entropy, of increasing chaos and de-differentiation. Life is an island here and now in a dying world.

When you travel a lot, you learn to pack the same for every trip. Six white shirts, two black trousers. The bare minimum you need to survive.

El consenso más importante de la sociedad moderna es la organización del tránsito. La manera como puede interrelacionarse una marea de desconocidos que comparten un mismo camino y viajan casi todos sin incidentes. Con un conductor disidente hay suficiente para crear anarquía.

By now, the flock—the walkers themselves—numbered 325. With them came the shepherds, over a hundred.

To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms' managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.

An organization's capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization's values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

definition of infrastructure as the most efficient mechanism through which a society stores or distributes value.

Given that 93 percent of companies that ended up being successful had to change their initial strategy, any capital that demands that the early company become very big, very fast, will almost always drive the business off a cliff instead. A big company will burn through money much faster, and a big organization is much harder to change than a small one.

As MIT's Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization.1 They enforce "this is what matters most to us." Processes are intangible; they belong

As MIT's Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization.1 They enforce "this is what matters most to us.

Through a jobs lens, what matters more than who reports to whom is how different parts of the organization interact to systematically deliver the offering that perfectly performs customers' Jobs to Be Done. When managers are focused on the customer's Job to Be Done, they not only have a very clear compass heading for their innovation efforts but they also have a vital organizing principle for their internal structure.

When disruptive change appears on the horizon, managers need to assemble the capabilities to confront the change before it has affected the mainstream business. In other words, they need an organization that is geared toward the new challenge before the old one, whose processes are tuned to the existing business model, has reached a crisis that demands fundamental change.