Quotes About Management

If we face recession, we should not lay off employees; the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty; why should they suffer?

Goodlife was originally a ski management/athlete management company. I have a couple friends who are sponsored for skiing and my manager linked up with their manager. We worked out a deal, because they wanted to branch out into music and culture.

It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures.

To want a job that exercises a man's capacities in an enterprise useful to society, is utopian anarcho-syndicalism; it is labor invading the domain of management. No labor leader has entertained such a thought in our generation. Management has the "sole prerogative" to determine the products.

What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.

If you have an approach that makes money, then money management can make the difference between success and failure... ... I try to be conservative in my risk management. I want to make sure I'll be around to play tomorrow. Risk control is essential.

Goldman Sachs saying they might be interested in such an investment. I'm familiar with the company. I've known the management, the current management, Jack Welch before Jeff Immelt. I've known him for decades.

The subject of management is man; the objective of management is the moving of man's mind and will and imagination.

There's something wrong with the system when you've got someone who can provide so much to a company and can be enthusiastic, but isn't management material or whatever. So a lot of that just gets defined as the person who speaks with the loudest voice and gets up there with the most arrogance and overly confident, chest-beating approach. Those are the ones that are going to get the golden ring.

Avon is a unique place to work; we've got family-friendly policies. We have more senior women in high-level management than any other company; 46 percent of our officers are women.

I had in effect been thrown out of graduate school because I was a lousy graduate student, and I had to find a job, and I took the first job that came along. It happened to be a management trainee job in a life insurance company, and I just stayed. It was always, mainly, the idea was that I would support myself as a writer, and I knew I would have to have some sort of work, and it didn't make a whole lot of difference to me what it was. I mean, I could have been a paper hanger or something for that matter.

A proper record shop reminds us why we got into this in the first place - a place to be reminded of old friends, still in their spots on the shelves, a source of unexpected magic and lucid memories - a place that reminds us that music is more than dumb file sharing and the management of dead data by faceless sociopathic corporations, but a storehouse of dreams, both possible and impossible.

The management question, therefore, is not whether to build a pilot system and throw it away. You will do that. Hence plan to throw one away; you will, anyhow.

On human rights, civil rights and environmental quality, I consider myself to be very liberal. On the management of government, on openness of government, on strengthening individual liberties and local levels of government, I consider myself a conservative. And I don't see that the two attitudes are incompatible.

Index funds have regularly produced rates of return exceeding those of active managers by close to 2 percentage points. Active management as a whole cannot achieve gross returns exceeding the market as a while and therefore they must, on average, underperform the indexes by the amount of these expense and transaction costs disadvantages.

Being constantly the hub of a network of potential interruptions provides the excitement and importance of crisis management. As well as the false sense of efficiency in multitasking, there is the false sense of urgency in multi-interrupt processing.

A lot of the Google inventions came from engineers just screwing around with ideas. And then management would see them, and we'd say, 'Boy, that's interesting. Let's add some more engineers.'

Data show that for a variety of reasons including M&A activity, legacy and growth into emerging markets, the size of most firms' innovation footprints or networks is increasing. Obviously, the bigger the network, the greater the management, co-ordination and running costs.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

I've not seen an effective manager or leader who can't spend some fraction of time down in the trenches... If they don't do that they get out of touch with reality, and their whole thought and management process becomes abstract and disconnected.

We're just delighted that management has come around to my way of thinking.

The general systems of money management [today] require people to pretend to do something they can't do and like something they don't. It's a terrible way to spend your life, but it's very well paid.

I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special

Comrades!' he cried. 'You do not imagine, I hope, that we pigs are doing this in a spirit of selfishness and privilege? Many of us actually dislike milk and apples. I dislike them myself. Our sole object in taking these things is to preserve our health. Milk and apples (this has been proved by Science, comrades) contain substances absolutely necessary to the well-being of a pig. We pigs are brainworkers. The whole management and organisation of this farm depend on us. Day and night we are watching over your welfare. It is for your sake that we drink the milk and eat those apples.

Parliamentary democracy is, in truth, little more than a means of securing a periodical change in the management team, which is then allowed to preside over a system that remains in essence intact. If the British people were ever to ask themselves what power they truly enjoyed under our political system they would be amazed to discover how little it is

The republican principle demands that the deliberate sense of the community should govern the conduct of those to whom they intrust the management of their affairs; but it does not require an unqualified complaisance to every sudden breeze of passion or to every transient impulse which the people may receive from the arts of men, who flatter their prejudices to betray their interests.

The late W. Edwards Deming, guru of Quality management, once declared, 'The most important things we need to manage can't be measured.' If that’s true of what we need to manage, it should be even more obvious that it’s true of what we need to teach.

One, as an employer you already have a management problem when your employee has a new child or needs to care for their ailing family member. You've got to replace the person, at least temporarily; it's a tremendous pain to hire somebody new.

Tyre management has always been part of the qualifying strategy and the race itself. I dont know about others; I just know that I always push as much as I can to obtain the best result possible.

Workers should have a right to sit across from management to collectively bargain about their work conditions, their wages, and the future direction of the company. To me, that's just a humane thing to do. It is unacceptable in the 21st century to have companies not want to do that with their employees and create a great work environment.

Active management strategies demand uninstitutional behavior from institutions, creating a paradox that few can unravel. Establishing and maintaining an unconventional investment profile requires acceptance of uncomfortably idiosyncratic portfolios, which frequently appear downright imprudent in the eyes of conventional wisdom.

Persons who reach the higher rungs in business management, selling, engineering, religious work, writing, acting, and in every other pursuit get there by following conscientiously and continuously a plan for self-development and growth.

It's my guess that something like 5% of GDP goes to money management and itsattendant friction. I define it broadly - annuities, incentive pay, all trading, etc. Nobody else has used figures that high, but that's my guess. Worst of all, the people doing this are among the best and the brightest. Hundreds and thousands of engineers, etc. are going into hedge funds and investment banking. That is not an intelligent allocation of the brainpower of the civilization.

I certainly do believe anyone engaged in the management of money should have a standard of measurement, and that both he and the party whose money is managed should have a clear understanding why it is the appropriate standard, what time period should be utilized, etc.

I started a business with two guys I played with, Ronnie Lott and Harris Barton: Champion Ventures, it's a fund of funds. We have $400 million or so under management.

I think the reason why we got into such idiocy in investment management is best illustrated by a story that I tell about the guy who sold fishing tackle. I asked him, "My God, they're purple and green. Do fish really take these lures?" And he said, "Mister, I don't sell to fish." Investment managers are in the position of that fishing tackle salesman.

I try to build on our management philosophy. I try to understand what the threats and opportunities are for us. Uh, I try to make sure that we're driving innovation and creative destruction hard enough so we're not blindsided, and that our attitude is to, in starting any initiative, any business, is to focus on how we can create value for others, rather than how we maximize profit, because you can make money focusing on, "How do I maximize profit?"

Higher education is the place where people who had big plans in high school get stuck in fierce rivalries with equally smart peers over conventional careers like management consulting and investment banking. For the privilege of being turned into conformists, students (or their families) pay hundreds of thousands of dollars in skyrocketing tuition that continues to outpace inflation. Why are we doing this to ourselves?

I want us to be able to preserve our level of prosperity. We must constantly remind ourselves that Germany has been eating into its capital. It is only through successful management that we can once again secure our foundation of prosperity and social security.

I've been promoted to middle management. I never thought I'd sink so low.

I have been rich, and I have been broke. Some of it is my fault for choosing bad management and making bad investments. But that is life - we all take risks.

Men desire to have some share in the management of public affairs chiefly on account of the importance which it gives them.

In the early 1980s, I got into a war with my management - they just kept on sueing me and I lost everything. So I had to go out on tour to make sure the electricity stayed on.

People didn't sit and watch television and go, oh, my God, we're failing. So what are they doing in China is, they set up the markets as the test of their own economic management and of this whole theory of economic liberalization.

The earmark favor factory needs to be boarded up and demolished, not turned over to new management that may or may not have a better eye for earmarks with 'merit.'

Ronald Reagan?wasn't without leadership ability, but he lacked most of the management skills that a President needs. But let me give him his due: he would have made a hell of a king.

The best buy by way of management is brains-at any price.

Never inject a man into the top, if it can be avoided. In a big organization, to have to do that, I think, is a reflection on management, Of course there are always exceptional cases.