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.

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

I think there are probably too many asset management companies in the world, and I think the place to be is either big or small. The area where it is probably more difficult to be is in the middle ground, where you've got that cost of regulation, you've got the cost of buying your own research, you've got all the costs of running an asset management company without the benefits of a big income producing asset.

Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

There is not the management of time, there is only the management of you.

Strategic planning for projects management using a project management maturity model

The one thing I will say is management is management. Culture is culture. You have to have a formula for those things. You have to believe in what you do and how you do it, but then you go to different environments and you have to be willing to adapt. You have to be willing to tweak things based on where you are.

I believe Washington should be a more active participant focusing on the issue of why corporate shareholders and mutual fund shareholders are not given fair treatment by corporate management and mutual fund management. We need to develop a national standard of fiduciary duty to ensure that these agents, if you will, are adequately representing the principles - pension beneficiaries and mutual fund shareholders - whom they are duty bound to serve.

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

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.

Our proposal had more than just money. We would increase their staff and keep their headquarters, their brand and their management in place. We made them a comprehensive offer they couldn't refuse. Shareholders simply receive cash, but with the staff and management, we had to show that we could share the same vision. Employees would probably resent us if money were all [we offered].

Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.

What I find in a creative company is while there is a desire to build a management foundation that can feel clear and consistent, the unique product we're in Illumination Entertainment making doesn't always allow for that. So rather than following management strategy that talks about building your structure and then staffing that structure, I tend to build the structure around the strengths of the individual people we have.

One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.

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.

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

Now we're in a very different economy. Throughout the late 1980s and 1990s American management started to do the right things. There was extraordinary investment in technology. The dominant questions now are less how to do it better, how to manage better, how to make the economy better, than how to have fuller and more meaningful lives. Because the irony is, now that we've come through this great transition, even though our organizations and our people are extraordinarily productive, many feel that the nonwork side of life is very thin.

Technological innovation is the successful implementation (in commerce or management) of a technical idea new to the institution creating it.

The most ineffective workers are systematically moved to the place where they can do the least damage: management.

[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.

Every professional athlete owes a debt of gratitude to the fans and management, and pays an installment every time he plays. He should never miss a payment.

One of the duties of old-age, is the management of time. The less that remains to us, the more valuable we ought to consider it.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

Management is doing things right; leadership is doing the right things.

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

A cardinal principle in systems theory is that all parties that have a stake in a system should be represented in its management.

The more you hardwire a company on total quality management, the more it is going to hurt breakthrough innovation.

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.

No amount of training in leadership skills, courses in management methods, power titles, promotions, or associations can substitute for the right attitudes.

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.

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.

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.

I'll keep reducing my trading size as long as I'm losing My money management techniques are extremely conservative. I never risk anything approaching the total amount of money in my account, let alone my total funds.

People work in the system. Management creates the system

One of the principal factors fueling the proliferation of the abuse of secrecy and sensitive but unclassifieds is the administration's adherence to the unitary executive principal. This administration more than any of its predecessors believes that it is its responsibility to collect power onto itself in the executive office when it comes to the conduct of war, foreign policy, the management of agencies and departments, regulations, etc.

I never wanted to give up my power. I wanted to be able to make my own decisions, so that's why I became involved in management, bottom line.

We suggest that in the next decades fisheries management will have to emphasize the rebuilding of fish populations embedded within functional food webs, within large 'no-take' marine protected areas.

Corporations invest in sophisticated CRM, or Customer Relationship Management, programs to effectively oversee their relationship with their customers at every point during the buying process.

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?

People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness.

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.

With more than half the population now checking their account balances more often as a direct result of the downturn, and with more of us comparing prices in virtually every market, it is natural to turn budget management into a skill, an accomplishment, a badge of lifestyle success.

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.

The mistake...was attributed in part to the fact that employees called the 3-year note 'Losh' and the 5-year note 'Bosh'. The comic mixing of 'Loshes' and 'Boshes' sounded more like a Dr. Seuss children's book than a cutting-edge risk-management operation.

Good governance is not fire-fighting or crisis-management. Instead of opting for ad-hoc solutions the need of the hour is to tackle the root cause of the problems.

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