Quotes About Management

The essence of investment management is the management of risks, not the management of returns.

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.

Shamefully we now learn that Saddam's torture chambers reopened under new management, U.S. management.

Snobbery management is as difficult and necessary as anger management.

The first myth of management is that it exists. The second myth of management is that success equals skill.

When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.

I was applying to the art school, but there was a checklist that said I had to do either production design or stage management or acting. I thought, "I don't want to be an actor, but I know production and stage management take acting classes" - this is literally my internal monologue. I was like, "Designers don't have to take acting classes. Cool. I'll check that box".

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.

Life management begins with mind management. The quality of your life is influenced by the quality of your thoughts. Your thoughts do form your world. Scarce thoughts create a life of scarcity. Thoughts of abundance lead to abundant circumstances.

Management is not being brilliant. Management is being conscientious.

Because by definition they lack any sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so.

There are two ways of confronting the country's problems.One is through a management style based on adventurism, instability, play-acting, exaggerations, wrongdoing, being secretive, self-importance, superficiality and ignoring the law. The second way is based on realism, respect, openness, collective wisdom and avoiding extremism.

Drama is the most difficult of all arts. In it two things are to be satisfied - first, the ears, and second, the eyes. To paint a scene, if one thing be painted, it is easy enough; but to paint different things and yet to keep up the central interest is very difficult. Another difficult thing is stage - management, that is, combining different things in such a manner as to keep the central interest intact.

The Jews, I find, are very, very selfish. They care not how many Estonians, Latvians, Finns, Poles, Yugoslavs or Greeks get murdered or mistreated as Displaced Persons as long as the Jews get special treatment. Yet when they have power, physical, financial or political neither Hitler nor Stalin has anything on them for cruelty or mistreatment to the under dog. Put an underdog on top and it makes no difference whether his name is Russian, Jewish, Negro, Management, Labor, Mormon, Baptist he goes haywire. I've found very, very few who remember their past condition when prosperity comes.

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.

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

I have one share in corporate Earth, and I am nervous about the management.

What turned me on then, and turns me on even today - and when the time comes from me to retire from management I think I'd still be interested in it - is that everything that happens in the world affects the price of securities.

While political and cultural factors are important as explanations for differences in national technology policy and industrial practices, emergent trends in science, engineering and management are leading to new paradigms for high-technology innovation in both Japan and the United States.

Success in management and success in sport are derived from the same basic principles.

Catching people doing things right is a powerful management concept.

If Sun were to hand the management of Java over to a committee of monkeys, would it be more successful?

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.

New sales managers are the forgotten rookie - they were pros at selling, but all of a sudden they're a rookie at management.

Life is Time Management and then you're dead.

I truly believe that I make my path and I set my course, and where I land, at the end of the day, or the end of my career, [is] because of me. Of course, you get help along the way, and cosigns and management and opportunities and things like that but overall, the ball is in your court basically.

When the study of the household (ecology) and the management of the household (economics) can be merged, and when ethics can be extended to include environmental as well as human values, then we can be optimistic about the future of humankind. Accordingly, bringing together these three ‘E's' is the ultimate holism and the great challenge for our future.

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.

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.

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.

The kind of people I look for to fill top management spots are the eager beavers, the mavericks. These are the guys who try to do more than they're expected to do - they always reach.

Dedication and time management are two of the biggest things. I hate being late for anything. If anything, I prefer to be ten minutes early rather than thirty seconds late. I'm also very dedicated and I want to do my best in everything I do. I believe swimming has helped transfer that into my life as well.

Jesus was a management expert too.

There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world.

While I was in Montrose, the publishing checks went into the band's coffers. This was our management's decision; we were just financing ourselves on the road.

Were not cutting the budget simply for the sake of sounder financial management. This is only a first step toward returning power to the states and communities, only a first step toward reordering the relationship between citizen and government.

A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.

I mean the reason the sit-down strikes struck such fear in the hearts of management was that they knew that a sit-down strike was just one step short of taking over the factory.

Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.

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.

Peering succeeds because it leverages self-organization—a style of production that works more effectively than hierarchical management for certain tasks.

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.

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.

It's management's job to know.

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.

To be honest, the fact that people trust you gives you a lot of power over people. Having another person's trust is more powerful than all other management techniques put together.

In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.