Quotes About Organization

Once a year I will clean my room, just because I feel I should.

One of the things I had to really work on is, when you're the leader of an organization, people look at the expression on your face. Your mood has a lot to do with how people think the whole organization is doing.

I can't do too many things at one time.

I feel like team meetings should happen one time a year, and that should be it.

I'm never without my personalised Anya Hindmarch diary - I keep my schedule online, too, but my diary is always in my bag. It's crammed Post-its.

I opened an office in Terre Haute, established eight of them, and became one of the eight county agents.

I believe in opening mail once a month, whether it needs it or not.

A great opera house isn't run by a director, but by a great administrator.

The organization is a way for people to find us and deal with us and know how we operate.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

Dealing with Jazz at Lincoln Center and its board of directors, who are so great, and then seeing how these Rock Hall guys operate, it's like: 'Really?' It seems like they're total amateurs when it comes to doing shows and contracts.

In large companies, the CEO is very distant from operations.

If you look at any normal organization, the CEO is the person with the highest E.Q. The person with the highest IQ is often in the back room running the financials or the operations. That's topsy turvy.

The press today is an army with carefully organized weapons, the journalists its officers, the readers its soldiers. The reader neither knows nor is supposed to know the purposes for which he is used and the role he is to play.

Roderick Spode is the founder of the Saviours of Britain, a fascist organisation better know as the 'Black Shorts'... When you say 'shorts' mean 'shirts', of course. No. By the time Spode formed his association, there were no shirts left. He and his adherents wear black shorts. Footer bags, you mean? Yes. How perfectly foul.

Effective leaders are able to manage the tensions of these two objectives and ensure that the team regularly addresses its processes. They understand that processes are the best vehicle through which the team both works together and thinks together, and the team cannot perform any better than its processes will allow it to.

Discipline. All is for naught if the organization, specifically leadership, doesn't enforce the values. It may be a subtle reminder, a rebuke, even a warning that includes clear consequences if behavior is not changed.

Jack Welch, the architect of GE's turnaround, said it this way: "The world is moving at such a pace that control has become a limitation. It slows you down."6 Welch's aim is not to find better ways to control workers but rather to liberate them.7 Welch's concept of a boundaryless organization is his way to liberate GE workers from the "chains" of command.

Jack Welch of GE introduced many to his description of four types of employees based on their contribution to organizational goals and their alignment to corporate values:12 Delivers on commitments/shares our values—upward and onward Misses commitments/shares our values—second chance Does not meet commitments/does not share our values—out Delivers on commitments/does not share our values—this call demands managerial courage and for Welch, that answer is out!

The Bible reminds us that a little leaven leavens the whole loaf of bread. If one insists on maintaining a competitive spirit in the face of the above behaviors, it may be a strong indicator of a lack of value alignment. Such individuals may need to find an organization that is more in tune with their approach to organizational life.

Because many barriers are organizational in nature, team leaders as the boundary managers can play a major role in dampening their effects. In some respects team leaders can play the role of team diplomat and ambassador to other components in the organization.

Crystal clear roles characterize high performance teams. Every team member is clear about his or her particular role as well as those of the other team members.

Within the team you must balance demands, sometimes conflicting, between individual team members and the task, between individual team members and the team, between the team and the task, and between the team and the larger organization. Again, you're a juggler. And if you drop one of these balls, you must invest in damage control.

having a strong balance sheet, making sure the right leaders are in place, and keeping costs in line as some of Dimon's other management qualities.