Management Quotes
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I joined the city government, and we start to operate as the bureaucrats on the local level, so we were the only ones in the whole Russian team who were experienced in practical bureaucratic management in the complicated condition of 1990.
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Business people face increasing pressure from local and global competitors. They face customers who have more and more information about alternatives and more and more access to suppliers from all over the world. Given these pressures, business people are looking for approaches that make sense and will continue to make sense. I think many are fed up with management fads that may or may not provide any benefit and don't continue to work over time.
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Again, racing for me was about energy management.
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In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist.
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Management problems are not respecters of the company organization, nor of the talents of the people appointed to solve them.
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Under the aegis of wildlife management, the oxymoron that is now a fact of life for most North American creatures, spins unbounded tinkering, with further tinkering made necessary by past tinkering, effects of causes, effects of effects—a “cascade of consequences” precipitated by human intervention, well intended though it may be.
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It can be argued that the U.S. brokerage and investment banking industry has transformed the modern American stock market into nothing more than a mechanism for transferring wealth from shareholders to management.
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So let me get this straight. You were living in a tent in the woods, but now you're living with Prince Charming and anger management boy? SERIOUSLY?!
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I always believe that, as you start out, while you should have a big dream - a big goal - but it's also important to move step by step. So, you know, frankly, if you ask me, when I started as a management trainee in 1984, I don't know that I really thought that I would become the CEO.
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I have always thought and I still think that the Central Bank should act independently. Indeed, it does, you can take my word. I do not interfere in the decisions of the Central Bank and I do not give instructions to the Bank management or to its head.
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Quality, productivity, and innovation can be significantly increased if companies provide all employees with practical tools for exploiting potential information
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The desire to please your boss is a good thing, but it could mutate into a weakness. One of the first challenges of getting promoted into management is negotiating the tension between the desire to please the person who promoted you while still remaining true to yourself. The tension is normal, and the fact that you feel it is probably indicative of why you were promoted.
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My career in academic research has not been involved with active management of securities. I've tried to understand risk-and-return relationships; also the pricing of derivative securities.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.
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I've learned a lot on the fly, and I think, actually, my academic and management consulting background has enabled me to quickly pick up on a lot of disciplines.
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While tacit knowledge can be possessed by itself, explicit knowledge must rely on being tacitly understood and applied. Hence all knowledge is either tacit or rooted in tacit knowledge. A wholly explicit knowledge is unthinkable.
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Management is like making love. There's heat from both sides. You have an instinct to get there. You have no idea what you're really in for, but you do it anyway.
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If Sun were to hand the management of Java over to a committee of monkeys, would it be more successful?
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Management is nothing more than motivating other people.
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Beware of him that is slow to anger; for when it is long coming, it is the stronger when it comes, and the longer kept. Abused patience turns to fury.
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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.
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I'm very content to have great management and a great label. But for me, success started when my managers came to me and told me, 'Go ahead and quit your job.' I told them, 'As long as I don't have to wash dishes anymore, I'm good.'
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Today, a skilled manager makes more than the owner. And owners fight each other to get the skilled managers.
