Quotes About Management

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.

I think stupidity in business is really an interesting thing. What winds up happening is a disconnect between your company's strategic management and then your more applied on-the-street management. I guarantee with you that the board of directors of most companies has no idea what the costs of hiring people really is in the HR department.

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

There is no such thing as time management; there is only self-management.

People have described me as a management bishop but I say to my critics, Jesus was a management expert too.

Stakeholders - meaning workers and community - the CEO could just as well be responsible to them. This presupposes there ought to be management but why does there have to be management? Why not have the stakeholders run the industry?

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.

The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).

The primary cause of disorder and lawlessness today, as throughout history, is the poverty of the many in contrast to the affluence of the few. But a new element of unrest has been added: a growing awareness that mass poverty is caused by defective institutions that prevent our harnessing the physical capabilities of science, engineering, management and labor to create general affluence; in other words, a growing awareness that poverty in any country that is or can be industrialized, is man's not nature's fault.

Government ought to be as much open to improvement as anything which appertains to man, instead of which it has been monopolized from age to age, by the most ignorant and vicious of the human race. Need we any other proof of their wretched management, than the excess of debts and taxes with which every nation groans, and the quarrels into which they have precipitated the world?"

It is the responsibility of leadership and management to give opportunities and put demands on people which enable them to grow as human beings in their work environment.

Indeed, better risk management may be the only truly necessary element of success in banking.

Always consider the qualifications of anyone who assumes or professes authority, what do they really know? Authorities on spirituality can rarely give a half coherent explanation of what they persuade us to believe they know. They achieve authority by stage management and then exploit audience suggestibility. Same old trick they have pulled for thousands of years.

Authors and publishers want fair compensation and a means of protecting content through digital rights management. Vendors and technology companies want new markets for e-book reading devices and other hardware. End-users most of all want a wide range and generous amount of high-quality content for free or at reasonable costs. Like end-users, libraries want quality, quantity, economy, and variety as well as flexible business models.

Catching people doing things right is a powerful management concept.

While we cannot accurately predict the course of climate change in the coming decades, the risks we run if we don't change our course are enormous. Prudent risk management does not equate uncertainty with inaction.

I really never wanted to do source control management at all and felt that it was just about the least interesting thing in the computing world .

As an engineer, I understood that the natural world operated according to fixed laws. Through my studies, I came to realize that there were, likewise, laws that govern human wellbeing. It seemed to me that these laws are fundamental not only to the wellbeing of societies, but also to the miniature societies of organizations. Indeed, that is what we found when we began to apply these principles systematically at Koch Industries. Through our observation of how they could create prosperity in an organization, I began to systematize my beliefs into Market-Based Management.

Management is efficiency in climbing the ladder of success

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.

Middle management is a disease.

The genuflection toward 'fairness' is a familiar newsroom piety, in practice the excuse for a good deal of autopilot reporting and lazy thinking but in theory a benign ideal. In Washington, however, a community in which the management of news has become the single overriding preoccupation of the core industry, what 'fairness' has often come to mean is a scrupulous passivity, an agreement to cover the story not as it is occurring but as it is presented, which is to say as it is manufactured.

All of human history is about the going from sudden fat years to the sudden lean years. We've always had good times and bad, and we've had ways of managing the bad times. We have ways of insulating ourselves, making ourselves less sensitive for the bad times by having things like grain stores, for example. Pretty much every civilization that's lasted for any reasonable length of time has some food management principles behind it. But what's been happening over the past thirty years is it's failed - the insurance policy.

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.

It's fine, precise, detailed work, the infinitely small motor management of diamond cutters and safecrackers that we do in our heads.

Unfortunately with certain situations, just sometimes it's just the way it is. It could be a problem with the promotion side or training or anything. Management, sometimes doesn't work out. Sometimes certain guys just choose to fight other guys.

The worker is not the problem. The problem is at the top! Management!

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

I believe that the public temper is such that the voters of the land are prepared to support the party which gives the best promise of administering the government in the honest, simple, and plain manner which is consistent with its character and purposes. They have learned that mystery and concealment in the management of their affairs cover tricks and betrayal. The statesmanship they require consists in honesty and frugality, a prompt response to the needs of the people as they arise, and a vigilant protection of all their varied interests.

The problem with most failing businesses is not that their owners don?t know enough about finance, marketing, management, and operations - they don?t, but those things are easy enough to learn - but that they spend their time and energy defending what they think they know. My experience has shown me that the people who are exceptionally good in business aren?t so because of what they know but because of their insatiable need to know more.

Profit is not the proper end and aim of management - it is what makes all of the proper ends and aims possible

To paraphrase the late management thinker and writer, Peter Drucker, thinking is hard work, which is why so few people (including actually senior managers) do it. Once there is some "conventional," seemingly-reasonable story, people just accept it and don't ask, "is this actually true? Is it consistent with the data?" And this extends to the highest reaches of organizational life.

People ask me, how is managing in the New Economy different from managing in the Old Economy? Actually, it's a lot the same. It's about the financial discipline of the bottom line, understanding your customers, segmenting your customers by their needs, and building a world-class management team.

We live in a society where we're not taught how to deal with our weaknesses and frailties as human beings. We're not taught how to speak to our difficulties and challenges. We're taught the Pythagorean theorem and chemistry and biology and history. We're not taught anger management. We're not taught dissolution of fear and how to process shame and guilt. I've never in my life ever used the Pythagorean theorem!

I basically see two reasons for a going public: Glencore gets access to more money. It is a way of funding your business and to finance growth. Plus: You have more liquid shares. It is easier to leave the company and redeem your shares. The 'going public' may also be an exit strategy for the top management.

I've actually not read any books on time management.

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.

In terms of the actual curriculum for management education, my own view is very simple-minded: The world is incredibly complex, it changes all the time, and we should not even hope that we could create a general model that accurately describes the world in all its possible states.

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.

When I first got money, I went through it like everybody else, because I didn't know. But, right now, I've educated myself and placed smart people around me. I surrounded myself with people who not only are intelligent and effective about finances, taxes, and money management, but they (also) love me.

Unfortunately it's also true to say that good management is a bit like oxygen - it's invisible and you don't notice its presence until it's gone, and then you're sorry.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

The BBC's television, radio and online services remain an important part of British culture and the fact the BBC continues to thrive amongst audiences at home and abroad is testament to a professional and dedicated management team who are committed to providing a quality public service.

I'm proud to be on the CBC and to see the management here represents both sides of every story. This is what's unique about the new CBC: you get a Kevin O'Leary on it when five years ago you wouldn't.

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.

The best worst example of making people feel unappreciated today lies in the casualness, indeed indifference with regard to massive lay-offs even when there isn't a financial crisis. That is a message to employees that they are expendable, interchangeable, easily dismissed and replaced, often by younger, less experienced and cheaper employees. The essential message being conveyed to people is, You are worthless. What an incredibly dumb thing that is for management to say!

Index investing outperforms active management year after year.