Quotes About Management

Security is always going to be a cat and mouse game because there'll be people out there that are hunting for the zero day award, you have people that don't have configuration management, don't have vulnerability management, don't have patch management.

The smart people who are straight are involved in simply the media management of what has turned into a slow apocalypse, spreading starvation, exacerbated class differences, toxified agriculture, so forth and so on. I don't believe the Establishment thinks there are solutions. Their policy is basically the management of panic, which is hardly a forward moving approach to the adventure of human civilization.

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.

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.

In investment management today, everybody wants not only to win, but to have a yearly outcome path that never diverges very much from a standard path except on the upside. Well, that is a very artificial, crazy construct. That's the equivalent in investment management to the custom of binding the feet of Chinese women

The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management.

When management owns stock, then rewarding the shareholders becomes a first priority, whereas when management simply collects a paycheck, then increasing salaries becomes a first priority.

I'm excited about silver because as I write, it's relatively inexpensive. I'm also excited about silver because -- unlike real estate, which can require a lot of money, some finance skills, lots of due diligence and property management skills to do well -- silver is affordable to the masses, and management skills are minimum.

I run Willow Management, which is the biggest agency for other short actors. We look after performers who are either under five feet and over seven feet tall.

Lots of folks confuse bad management with destiny.

We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun

A Lesson on Elementary, Worldly Wisdom As It Relates To Investment Management & Business

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.

We believe this approach (progress sharing) is a rational approach because you cooperate in creating the abundance that makes the progress possible, and then you share that progress after the fact, and not before the fact. Profit sharing would resolve the conflict between management apprehensions and worker expectations on the basis of solid economic facts as they materialize rather than on the basis of speculation as to what the future might hold.

My fans have written me such kind emails. My management at Daptone helped me heal, too. I'm in a good place.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

Most of what we call management consists of making it difficult for people to get their work done.

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.'

Asset management CEOs globally are looking at their business models. They're looking at costs, they're looking at making their businesses more efficient, because they're seeing revenues under pressure all over the world.

The essence of the best thinking in the area of time management (practice planning) can be captured in a single phrase: Organize and execute around priorities

Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

The difference between mere management and leadership is communication.

I don't see what the alternative to risk management is. If it's just getting rid of the models and instead using the smart people who can figure it out? How do you train them? What do you teach them? Do you just put them in a cockpit and let them stumble for 10 years of their life and then after that they're good at it?

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.

The one thing I seek above all else is understanding. Sometimes I'm so frustrated and I don't get it. But I'm lucky to have a good management team and people around me who explain things and answer my questions.

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.

Bosses should sanction the nap rather than expect workers to power on all day without repose. They might even find that workers' happiness - or what management types refer to as "employee satisfaction results" - might improve.

You can't manage time, you actually only manage what you do during time. So the management issue is not so much about time, it's more about how do you manage your focus, how do you manage your actions and your activities in terms of what you do.

Mediocrity results first and foremost from management failure, not technological failure.

I learned about stress management from my kids. Every night after work, I drink some chocolate milk, eat sugary cereal straight from the box, then run around the house in my underwear screaming like a monkey.

Back when I was looking for my next step and was researching Gannett, I was interested in who was leading the various businesses within the organization: Are there a lot of women and minorities in important, operational roles, senior management and the board of directors?

It's management's job to know.

The relationships that I've built and the connections and the network that I have created playing on these multiple teams, playing for these multiple coaches and assistant coaches - I wouldn't give that back for anything, because I believe that's going to prepare me for my next step, whether that's going to be on the floor coaching or in an office doing some type of management work.

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?

It was a wonderful experience to play in the NFL, and I have no regrets. I truly will miss playing for the Lions. I consider the Lions' players, coaches, staff, management and fans my family. I leave on good terms with everyone in the organization.

Real management is developing people through work.

Management of outcomes may not be any more than a skill. It does not require knowledge.

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.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

I view it as a real competition. We're in a business where, you know what, there's no babies here. You go out, win the job and take it. I've been told by management, for the most part, that we're going to play the best people. Obviously, you've got to consider stuff like contracts - that's a reality of the game. But still, when it gets down to it, we're going to try and pick the guy that deserves to win the job.

One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

I run my company according to feminine principles, principles of caring, making intuitive decisions, not getting hung up on hierarchy or all those dreadfully boring business-school management ideas; having a sense of work as being part of your life, not separate from it; putting your labor where your love is; being responsible to the world in how you use your profits; recognizing the bottom line should stay at the bottom.

Let me just say you could end this violence within a very short period of time, have a complete ceasefire - which Iran could control, which Russia could control, which Syria could control, and which we and our coalition friends could control - if one man would merely make it known to the world that he doesn't have to be part of the long-term future; he'll help manage Syria out of this mess and then go off into the sunset, as most people do after a period of public life. If he were to do that, then you could stop the violence and quickly move to management.

Management is, above all, a practice where art, science, and craft meet

The short-term problems are economic - royalties, unions, irresponsible management. The long-term problems are artistic, and they started 40 years ago with the advent of television and the upgrading of films.

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.