Quotes About Managers

Managers have very tough jobs. I always respected their job but demanded respect in return.

There's two or three managers I can't stand. I detest them and they know that.

I don't like to talk too much about differences between managers.

Republicans seem to be gambling that most Americans won't care about a few rich private equity managers if their own taxes go down, their stock portfolio goes up, and economic growth accelerates.

I've asked the Department of the Interior inspector general to look into how much manpower and taxpayer money has been spent responding to ALEC-supported bills that force federal land managers to give land to states.

It's no surprise that optimistic athletes, managers and teams do better. What's interesting is where they do better. It's in coming back from defeat and acting in the clutch.

managers with a different mind-set start to become more important, and the business needs to become part of the parent corporation.

Why does good code rot so quickly into bad code? We have lots of explanations for it. We complain that the requirements changed in ways that thwart the original design. We bemoan the schedules that were too tight to do things right. We blather about stupid managers and intolerant customers and useless marketing types and telephone sanitizers. But the fault, dear Dilbert, is not in our stars, but in ourselves. We are unprofessional.

The dilemma for software developers is that business managers are not equipped to evaluate the importance of architecture. That's what software developers were hired to do. Therefore it is the responsibility of the software development team to assert the importance of architecture over the urgency of features.

A] ccounting results dominated most managers' attention to the point where they no longer knew, or cared, about the production, technological, and marketing determinants of competitiveness.

beating the competition or one's peers is a far more powerful weapon than financial incentives. Why do people need cash incentives to fulfill their work obligations to colleagues and customers? It is recognition of effort that is important. Managers will only strive to achieve ambitious goals if they know that their 'best efforts' will be recognized and not punished if they fail to get all the way.

Metric fixation leads to a diversion of resources away from frontline producers toward managers, administrators, and those who gather and manipulate data.

It's hard for managers to consider different perspectives if they never ask people what they think.

the most important consideration should be this: the shift back and forth between the two types of organizations can and should be initiated to match the operational styles and aptitudes of the managers running the individual units.

But because you must coordinate your work with that of other managers, you can only move toward regularity if others do too. In other words, the same blocks of time must be used for like activities. For example, at Intel Monday mornings have been set aside throughout the corporation as the time when planning groups meet.

I've trained primarily in Meisner Technique, and I've done a little bit of Groundlings and Upright Citizens Brigade just to get my feet wet in the improv world because I think that's really important. But most of the teachers I've worked with, I've gotten, like, references through agents or managers, and they're sort of independent.

You got to be rigorous in your appraisal system. The biggest cowards are managers who don't let people know where they stand.

The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.

In America, we have subsidized private jets, big banks and hedge fund managers. Wouldn't it make more sense to subsidize kids?

Executives don't burn out and leave when they feel deep satisfaction. They don't create the human detritus that disgruntled managers do.

I think sometimes managers like to buy players because they're more experienced from abroad or when they've got players under their nose that will give everything to the club they've been brought up with.

Actors were exploited no less by the capitalist managers than they were by the state.

British managers tend to be a bit more hands off, let you express yourself in training.

At the start of the season, there are 16 teams in the top division looking behind them, making sure they avoid relegation. The fear starts in the boardroom, comes down to managers and through to players. The fans sense it.