Management Quotes
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You need to have a lot of human judgment involved in the financial industry in terms of risk management, in terms of investment decisions, and things that really allow us to blend the best of technology and the human brain.
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I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way.
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Football management is such a pressurised thing - horseracing is a release. I'm also learning to play the piano - I'm quite determined - it's another release from the pressure of my job.
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The American system of management, in my opinion, also relies too much on outsiders to help make business decisions., and this is because of the insecurity that American decision makers feel in their jobs, as compared with most top Japanese corporate executives.
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I get typecast as doctors, principals, middle-management-type guys - which, when you look at me, you realize is completely against my physical characteristics. I should be an action hero. So I don't understand what's going on.
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I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.
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Even if we accepted the health implications of pollution and the impact on global warming, from a simple space management perspective, mobility will eventually collapse in cities that give priority to the car.
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I'm not really a management-type person. It doesn't suit my personality to be bossing people around.
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I suppose it was karma that Substance would then turn out to be our biggest-selling album ever; we gave away our biggest-selling record to the record company at a reduced cost – for no reason other than they couldn’t pay us for the other ones at the full rate because of bad management.
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Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
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The World Wide Web was precisely what we were trying to PREVENT- ever-breaking links, links going outward only, quotes you can't follow to their origins, no version management, no rights management.
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I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.
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Divorced from ethics, leadership is reduced to management and politics to mere technique.
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Leadership is the art of accomplishing more than the science of management says is possible.
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As the number of people who work at Basecamp has grown, I've noticed places where we could use more features, like management, structure, and guidelines. I've also noticed places where we've overengineered ourselves and should pull back.
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I would say I had anger-management issues, to be honest with you. But it was only on the football field.
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When a management with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact.
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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.
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I've actually not read any books on time management.
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I like to have a team environment where I can go anywhere and not threaten management.
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[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.
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Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose: trust.
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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.
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We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.
