Quotes About Organization

Bureaucracy develops the more perfectly, the more it is 'dehumanized', the more completely it succeeds in eliminating from business love, hatred, and all purely personal, irrational, and emotional elements which escape calculation.

One of the things which has been and is going to be of key importance before, during, and after the pandemic is total transparency. Thanks to total transparency, business, and life itself, is becoming more ethical, better organized, and make more sense.

Not many women got to live out the daydream of women—to have a room, even a section of a room, that only gets messed up when she messes it up herself.

A CEO's performance is as good as the performance of his middle managers

Aside from the posters, wherever there was room, there were books. Stacks and stacks of books. Books crammed into mismatched shelves and towers of books up to the ceiling. I liked my books.

Keep an eye out for the basics, such as putting taller plants on the north side of the box. Put plants that require a lot of attention, grooming, or harvesting (such as bush beans) near the outside and low-maintenance plants (such as radishes and carrots, which you can plant and pull) in the inside squares.

It takes real planning to organize this kind of chaos.

How is it that those systems in nature we call complex and adaptive—brains, insect colonies, the immune system, cells, the global economy, biological evolution—produce such complex and adaptive behavior from underlying, simple rules?

In its easiness of grammatical construction, in its paucity of inflexion, in its almost total disregard of the distinctions of gender excepting those of nature, in the simplicity and precision of its terminations and auxiliary verbs, not less than the majesty, vigour and copiousness of its expression, our mother-tongue seems well adapted by organization to become the language of the world.

All things happen in perfect order.

and continually evolving both the structure

It seemed as though SDD as an organization had been driven by designers lacking any counterweight of sales and marketing professionals. As Lampson observed later, "It was kind of amazing that this company whose biggest single strength was marketing set up an organization composed entirely of engineers to get them into a whole new line of business.

In real life, according to McNamara, the leader first must discover the problem. He or she must figure out what problem needs to be solved before beginning to make decisions. McNamara explained that identifying the true problem facing an organization often proved to be the most difficult challenge that leaders face. In many instances leaders do not spot a threat until far too late. At times, leaders set out to solve the wrong problem.

Those who fail to plan, plan to fail.

The library spilled onto the floor and into the other rooms. Some books held up wobbly tables, others were literally swept under the rug. Sabrina had once found a book inside the toilet tank.

We've got activists all across the country like the members of the Million Mom March organization, some of their leaders are here tonight. We're phone banking congressional offices and pursuing editorial boards.

To be successful, you need to mobilize the energy of many others in your organization. If you do the right things, then your vision, your expertise, and your drive can propel you forward and serve as seed crystals.

Aligning an organization is like preparing for a long sailing trip. First, you need to be clear on whether your destination (the mission and goals) and your route (the strategy) are the right ones. Then you can figure out which boat you need (the structure), how to outfit it (the processes), and which mix of crew members is best (the skill bases). Throughout the journey, you keep an eye out for reefs that are not on the charts.

Leadership ultimately is about influence and leverage. You are, after all, only one person. To be successful, you need to mobilize the energy of many others in your organization.

The first task in making a successful transition is to accelerate your learning. Effective learning gives you the foundational insights you need as you build your plan for the next 90 days. So it is essential to figure out what you need to know about your new organization and then to learn it as rapidly as you can. The more efficiently and effectively you learn, the more quickly you will close your window of vulnerability.

The most important decisions you make in your first 90 days will probably be about people.

Getting Started Aligning an organization is like preparing for a long sailing trip. First, you need to be clear on whether your destination (the mission and goals) and your route (the strategy) are the right ones.

the structure), how to outfit it (the processes), and which mix of crew members is best (the skill bases). Throughout the journey, you keep an eye out for reefs that are not on the charts.

Decision making becomes more political - less about authority and more about influence. That isn't good or bad; it's simply inevitable.