Quotes About Organization

I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.

Through that organization [Community Service Organization], I met Cesar Chavez. We had this common interest about farm workers. We ultimately left CSO to start the National Farm Workers Organization, which became the United Farm Workers. I was very blessed to have learned some of the skills of basic grassroots organizing from Mr. Ross and then be able to put that into practice in both CSO and the United Farm Workers.

The CIA has transformed from an organization created to recruit spies to steal secrets, into a paramilitary organization, a paramilitary force. It's not supposed to be a paramilitary force. It's not good at it. It needs to return to its roots.

To me, photography is the simultaneous recognition, in a fraction of a second, of the significance of an event as well as of a precise organization of forms which give that event its proper expression. And this organization, this precision, will always escape you, if you do not appreciate what a picture is, if you do not understand that the composition, the logic, the equilibrium of the surfaces and values are the only ways of giving meaning to all that is continuously appearing and vanishing before our very eyes.

The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them.

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.

If you're building a startup or any sort of organization, take a few moments to reflect on the qualities that the people you most enjoy working with embody and the user experience of new people joining your organization, from the offer letter to their first day.

Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.

When we rely upon organization, we get what organization can do; when we rely upon education, we get what education can do; when we rely upon eloquence, we get what eloquence can do. And so on. But when we rely upon prayer, we get what God can do.

We started an organization that's the only sub-organization of the MacArthur Foundation and we are called the Macarturos. Usually when I win something, I'm the only one of my ethnicity to get it, but this time I met all these Latinos, and I was so excited. I'd meet someone and I'd go, [...] "Can you come to San Antonio?" And they'd go, "Oh yeah." [...] And suddenly I had twelve people that said they would come. And I didn't know how it was going to be. And that's how the Macarturos became a reality, where these very generous geniuses come to San Antonio and work together.

Confidence is not just in people's heads; it comes from the culture of the organization. It's easier to expect success when working in an organization that has a culture of accountability, collaboration, and initiative. Without this, it's easier - and more self-protective - to assume failure so the person is not disappointed and instead pleasantly surprised.

When people tell stories that unite the community or the organization that they work for and illustrate the principles of that organization, those people rise in the social standing in that group. They rise in power.

The Obama administration asked General Motors CEO Rick Wagoner to step down, and he agreed. This is good news for Obama; the last time he tried to get someone to quit, it took months -- and even then, he had to promise her a job as secretary of state. ... According to the government, Rick Wagoner was forced to resign because of poor performance. That's embarrassing -- run an organization that loses billions of dollars and then get fired by a guy who heads up an organization that loses trillions of dollars.

It is improper for one person to take credit when it takes so many people to build a successful organization. When you try to be top dong, you don't create loyalty. It you can't give credit (and take blame), you will drown in you inability to inspire.

Even as a Muslim minister in the Muslim movement, I have always said that I would work with any organization.

Joseph's vision of the Father and the Son opened this dispensation. Then came the Restoration of the fulness of the gospel of Jesus Christ with the same organization that existed in the primitive Church, built upon the foundation of apostles and prophets.

Management is the process of assuring that the program and objectives of the organization are implemented. Leadership on the other hand has to do with casting vision and motivating people.

For the overthrow of the bourgeoisie, the efforts of one country are sufficient - for this we have the testimony of the history of our revolution. For the definitive victory of Socialism, for the organization of Socialist production, the efforts of one country, especially of a peasant country like Russia, are insufficient - for that are required the efforts of the proletarians of several advanced countries.

I am not here to parade my religious sentiments, but I declare I have too much respect for the faith in which I was born to ever use it as the basis of a political organization

Whenever we seek to avoid the responsibility for our own behavior, we do so by attempting to give that responsibility to some other individual or organization or entity. But this means we then give away our power to that entity.

The striking thing is that WHO doesn't really have the authority to do any of this. It can't tell governments what to do. It hires no vaccinators, distributes no vaccine. It is a small Geneva bureaucracy run by several hundred international delegates whose annual votes tell the organization what to do but not how to do it.…The only substantial resource that WHO has cultivated is information and expertise.

The key thing in any kind of guiding of the business is how do you create a strong organization that is kind of accelerating into the future. And when you're in trouble, the question is, what are the techniques that you can, you know, trim, refinance, sell, et cetera, in order to get this business back to that characteristic.

People have a hard time accepting free-market economics for the same reason they have a hard time accepting evolution: it is counterintuitive. Life looks intelligently designed, so our natural inclination is to infer that there must be an intelligent designer--a God. Similarly, the economy looks designed, so our natural inclination is to infer that we need a designer--a government. In fact, emergence and complexity theory explains how the principles of self-organization and emergence cause complex systems to arise from simple systems without a top-down designer.

Say you're working for a big overseas aid organization. You can't leave home in a Mercedes Benz, travel 80 kilometers to work in a great concrete structure where there are diesel engines thundering in the basement just to keep it cool enough for you to work in, and plan mud huts for Africa! You can't get the mud huts right if you haven't got things right where you are. You've got to get things right, working for you, and then go and say what that is.

Leaders determine the level of an organization.

And as Craig Brown - he's an English humorist, not a comedian but he's just a writer and humorist - I'm quite a fan of. I heard him talking in a rather similar way on the radio. He said I'm the sort of person - I can't remember exactly what he said, but it was rather interesting - he said I'm the sort of person that can be reduced to tears in an empty church and feel like I'm the CEO of the Devil's organization in a full one, and I tend to feel like that as well. I love empty churches and going into them looking around, but I'm not a churchgoer at all.

If we consider the superiority of the human species, the size of its brain, its powers of thinking, language and organization, we can say this: were there the slightest possibility that another rival or superior species might appear, on earth or elsewhere, man would use every means at his disposal to destroy it.

The only things that evolve by themselves in an organization are disorder, friction and malperformance.

One of the things that neoliberalism does is, it relies on flexible workforces who are hired and fired at will and who are basically disposable labor. You can use them. You can get rid of them. They have no rights; they have no security. Their lives and well-being are made and unmade at the whim of those who are exercising the calculus. So, instead of looking at the institution and objecting to that kind of organization, people just go, "I'm a failure;"; "I'm not working hard enough"; or, "I'm not as smart as the next person."

Every employee must be essential to the functions of the organization.

From 1918 on, trade unionists were to express from the platforms of their congresses the workers' desire for peace through a rational organization of the world.

Talking things over has its place in an organization [but] so-called conferences are being grossly overdone. One executive stops at the desk of another to tell him, perhaps, about the wonderful score he made at golf on Saturday afternoon. This chin-chin immediately becomes a conference, and neither the office boy nor the telephone operator must disturb either gentleman. More idle gossip is indulged in at many business conferences these days than an old wives' sewing circle would be guilty of.

You've got to be very insightful about your brand, who you are, and what you mean to people. You've got to be able to inspire the whole organization behind that vision, so that every touch point the consumer experiences with the brand is reflective of that same brand promise.

In any great organization it is far, far safer to be wrong with the majority than to be right alone.

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.

It is vital to any organization, to be strong and effective, to be ethical.

I treasure the fact there's media freedom, but with that goes responsibility. I think that there should be a self-regulatory organization and that they should start to think about standards. Because I think a lot of people say, "I don't know how to read what is true versus somebody else's interpretation."

There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp.

The organization controlling the material equipment of our everyday life is such that what in itself would enable us to construct it richly plunges us instead into a poverty of abundance, making alienation all the more intolerable as each convenience promises liberation and turns out to be only one more burden. We are condemned to slavery to the means of liberation.

There was a guy named Ed Mishell. He was this grandfatherly guy who did all the illustrations for the catalogs and reviewed magic effects for the magic magazines, so all of the magic dealers would send him magic effects for free-it was a great deal. His basement was full of this stuff. He took me under his wing, and he would sneak me into the Society of American Magicians meetings in New York. It's the world's oldest magic organization.

Legislation that names a specific private organization to defund (rather than all organizations that engage in a particular activity) is improper and arguably unconstitutional.

I believe that it doesn't matter where you work or what you have access to because anything can help. If you're working in an ice cream shop, you can ask your boss if you can give away twenty ice cream cones to an organization every Friday afternoon. It's really interesting to see what people are willing to help you with if you can make it easy for them.

Of course, ISIS is a terrible organization that has to be defeated. And, of course, we need a strong military. But just as with every other agency of government, you know what, the military also has got to get rid of waste and fraud and cost overruns.

The semimetaphysical problems of the individual and society, of egoism and altruism, of freedom and determinism, either disappear or remain in the form of different phases in the organization of a consciousness that is fundamentally social.

Building a cohesive leadership team is the first critical step that an organization must take if it is to have the best chance at success.

Any big organization can be subverted by governments or multinational special interests. They have the resources to cast doubt and fear over any group they feel threatened by.

I leave everything to the young men. You've got to give youthful men authority and responsibility if you're going to build up an organization. Otherwise you'll always be the boss yourself and you won't leave anything behind you.