Quotes About Management

There's increasing consciousness that a "command and control" style of management which one associates with a male model isn't necessarily what works anymore, especially with small to medium sized companies. There's increasing evidence that a more flexible management style, where responsibility is distributed up and down the line, is what works best. And that kind of management style is one that will allow individual workers more flexibility - men and women.

I have long believed these types of collaborative agreements are a far better approach to federal land management than the contentious battles that too often sidetrack proper resource management.

Management, in the sense of employer, is merely the agent for the public, the stockholders and the employees. It is management's job to preserve the balance fairly between all these interests, that each may have his fair share without imperiling the continuity of the effort upon which the whole depends.

"Top" management is supposed to be a tree full of owls-hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.

Time cannot be recycled. When a moment has gone, it is really gone. Wise time management is really wise management of ourselves.

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.

The monetary managers are fond of telling us that they have substituted 'responsible money management' for the gold standard. But there is no historic record of responsible paper money management ... The record taken, as a whole is one of hyperinflation, devaluation and monetary chaos.

I think that intelligent forecasting (company revenues, earnings, etc.) should not seek to predict what will in fact happen in the future. Its purpose ought to be to illuminate the road, to point out obstacles and potential pitfalls and so assist management to tailor events and to bend them in a desired direction. Forecasting should be used as a device to put both problems and opportunities into perspective. It is a management tool, but it can never be a substitute for strategy, nor should it ever be used as the primary basis for portfolio investment decisions.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

I'm difficult for management. That's why I have the reputation because nobody challenges management.

Talent acquisition, knowledge transfer, generational diversity, and retention will continue to be serious concerns. I think the golden thread is equipping management to work with Millennials. Let's face it. We are going to see organizations needing to replace 40% to 60% of their workforce. Management has never been more important!

Generally, management of many is the same as management of few. It is a matter of organization. And to control many is the same as to control few. This is a matter of formations and signals.

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

Management is not being brilliant. Management is being conscientious.

Although biodiversity loss continues globally, many countries are significantly slowing the rate of loss by shoring up protected natural areas and the services they provide, and in expanding national park systems with tighter management and more secure funding.

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.

The greatest management principle in the world is: 'the things that get rewarded and appreciated get done.'

The American business man cannot consider his work done when he views the income balance in black at the end of an accounting period. It is necessary for him to trace the social incidence of the figures that appear in his statement and prove to the general public that his management has not only been profitable in the accounting sense but salutary in terms of popular benefits.

Quality begins with the intent, which is fixed by management.

Management cares about only one thing. Paperwork. They will forgive almost anything else - cost overruns, gross incompetence, criminal indictments - as long as the paperwork's filled out properly. And in on time.

We ought to have more women in various management positions, because women are the ones who decide almost everything in the home.

The Anger Management Tour was another beautiful thing. I loved that tour.

[Good managers] know that people have 'good' sides and 'bad' sides and that the secret of good management is in magnifying the former and toning down the latter.

Baseball is not a conventional industry. It belongs neither to the players nor management, but to all of us. It is our national pastime, our national symbol, and our national treasure.

Get the right people. Then no matter what all else you might do wrong after that, the people will save you. That's what management is all about.

Life is Time Management and then you're dead.

My father was a management genius. But what I really wanted was a dad.

Management by results is confusing special causes with common causes.

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

There is no vice or folly that requires so much nicety and skill to manage as vanity; nor any which by ill management makes so contemptible a figure.

When you think of all the conflicts we have - whether those conflicts are local, whether they are regional or global - these conflicts are often over the management, the distribution of resources. If these resources are very valuable, if these resources are scarce, if these resources are degraded, there is going to be competition.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

Of course, it is not the employer who pays wages. He only handles the money. It is the product that pays wages and it is the management that arranges the production so that the product may pay the wages.

According to the management expert Peter F. Drucker, the term "entrepreneur" (from the French, meaning "one who takes into hand") was introduced two centuries ago by the French economist Jean-Baptiste Say to characterize a special economic actor-not someone who simply opens a business, but someone who "shifts economic resources out of an area of lower and into an area of higher productivity and greater yield." The twentieth-century growth economist Joseph A. Schumpeter characterized the entrepreneur as the source of the "creative destruction" necessary for major economic advances.

Everybody wants to manage me; management is a touchy situation.

In the beginning of a company, there is no management and this actually works really well.

I'm very new to the industry. I'm not on the Billboard 200 and that is alarming to me. But when I sat down with my management they said it's not a big deal and that it happens all the time.

Peter Drucker being one of the most important influences because he has helped to think differently about organizational leadership and management. Frankly, I learn something of value from everyone I meet. My Harvard colleagues. My students. The executives I work with. For an eager student, which is what I am, there is so much to be learned from everyday experiences. I'm a sponge. Always will be.

It hasn't yet materialized that I went into sports management, but I haven't ruled it out yet, either. I only half-jokingly remarked that I'd love to be the commissioner of the NFL. But as I recently told current Commissioner Roger Goodell, that job looked a lot more appealing when I was struggling with the Russians and the Iranians everyday.

Divide and Conquer. As long as some people have commanded the work of others, this has been management's basic principle.

Events that are predestined require but little management. They manage themselves. They slip into place while we sleep, and suddenly we are aware that the thing we fear to attempt, is already accomplished.

It's management's job to know.

In addition to self-awareness, imagination and conscience, it is the fourth human endowment - independent will - that really makes effective self-management possible. It is the ability to make decisions and choices and to act in accordance with them. It is the ability to act rather than to be acted upon, to proactively carry out the program we have developed through the other three endowments. Empowerment comes from learning how to use this great endowment in the decisions we make every day.

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?"

Real management is developing people through work.

If you have to control people, you have to have an administrative force that does it. So in U.S. industry, even more than elsewhere, there's layer after layer of management - a kind of economic waste, but useful for control and domination. And the same is true in universities.

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

If a man surrenders all power of self-determination in regard to the profits, management or ownership of the place where he works, he not only loses that special prerogative which marks him off from a cow in a pasture, but what is worse, he loses all capacity for determining any work. This is the beginning of a slavery which sometimes goes by the name of security.