Quotes About Organizations

It is our bureaucracy-encrusted organizations that are slow witted, not the people inside them.

I feel that women - without wishing to foster any strict separatist notions, homo or hetero - indeed have a need for their own publications and organizations. Our problems, our experiences as women are profoundly unique as compared to the other half of the human race.

Evangelical women are also large consumers of evangelical media and ministries, and their support of these organizations is crucial. Should they shun both Trump and the predominately male evangelical leadership, it may have a ripple effect in these organizations' fundraising abilities and their ministerial efforts.

A high percentage of organisations develop a military rationale, whereby only a very small number of people make all of the decisions. There is little wonder, then, that people aren't keen to get out of bed and come to work on a Monday morning.

Transparency, accountability and sustainability have become the slogans of the market leaders. Companies carry out environmental and social audits to court the consumer, and even the bluest chips woo organisations such as Greenpeace and Amnesty.

Since other countries and terrorist organizations are working to secure information that could threaten national security, more funding is provided in the bill to increase counter-intelligence activities.

There are too many organisations - and the BBC is a fabulous organisation - that seem to think it's OK to badger, hector and threaten people.

The threat landscape continues to expand, while cyber threats are continually becoming more sophisticated. This has convinced organizations to expand their security policies and deploy more security solutions.

Throughout my work with family and child support organizations, one thing that has stood out to me time and again is that getting early support for a child who is struggling to cope is the best possible thing we can do to help our children as they grow up.

World Affairs Councils are great organizations. They help keep people throughout our country alive to important developments in world affairs and underscore that, in the country, we stay engaged and we are part of the world.

I think anti-Semitism is the meal ticket of the organizations that fight it.

You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.

Doing diversity work has taught me that agreeing to something is one of the best ways of stopping something from happening. Agreeing to something is an efficient technique for stopping something because organizations can avoid the costs of disagreement.

The way that organizations and organisms anticipate the future is by taking signals from the past, most the time.

The culture of blame that is so prevalent in organizations is replaced with a culture of deep responsibility-taking and accountability.

The key to solving most of the people problems that afflict organizations is in discovering how we can solve this central workplace self-betrayal.

One recognises that the partisan spirit makes people blind, makes them deaf to justice, pushes even decent men cruelly to persecute innocent targets. One recognises it, and yet nobody suggests getting rid of the organisations that generate such evils.

Both the destruction and the preservation of capitalism are meaningless slogans, but these slogans are supported by real organizations. Corresponding to each empty abstraction there is an actual human group, and any abstraction of which this is not true remains harmless.

Nonprofit organizations exist to help people help others — through giving money, time, effort, or material goods.

So what have you learned in the last decade? JK: The most basic point is that the rate of change continues to go up in most places, in most industries, and in most sectors. As a result, the number of significant initiatives inside organizations has gone up. Initiatives in operations, marketing, sales, finance, anywhere. And that has big implications.

In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails.

We tend to think we can separate strategy from culture, but we fail to notice that in most organizations strategic thinking is deeply colored by tacit assumptions about who they are and what their mission is. ~ Edgar Schein, professor MIT Sloan School of Management

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

I recall saying that civil rights organizations, when they demand more than is legitimate, it hurts their position.