Employees Vs Management Quotes & Sayings

Motupi was a five-year-old chimpanzee with severe anger-management issues. He had recently arrived at FunJungle, and while he behaved normally most of the time, every now and then he would have massive emotional eruptions. During these, he would tear up the landscaping, threaten the other chimps, and throw anything he could get his hands on - which was usually his own poop. FunJungle employees had started calling him Furious George. — Stuart Gibbs

It's for management to enthuse & motivate employees towards excellence in service; the profit incentive doesn't last — Phil Harding

Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can't expect your employees to exceed the expectations of your customers if you don't exceed the employees' expectations of management. — Howard Schultz

Good management has considerable impact on engagement levels of the employees and drives them towards excellent performances. — Abhishek Ratna

high school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundamental part of human nature. — Patrick Lencioni

Chris Argyris criticized "good communication that blocks learning," arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role in doing something about them. These mechanisms fail because "they do not get people to reflect on their own work and behavior. They do not encourage individual accountability. — Peter M. Senge

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some "bosses" say that their employees either have leadership skills or they don't, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become "distinct" leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders. — Elena D. Calin

Those who see what's obvious aren't necessarily brighter than others. They're just more likely to observe that the emperor is naked. Like children, they see what's actually there. Their perceptions are less clouded by belief systems, taboos, habits of thought. One responsibility of management
an important one
is to call attention to the invisible obvious, pointing it out as a child does (sometimes to the embarrassment of adults). Doing so also requires supporting employees who take that risk, too, and other risks as well. — Richard Farson

Good wages are pro business, since they reduce turnover, increase morale, produce better-skilled employees, and improve productivity. — Jim Hightower

The central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors — Friedrich August Von Hayek

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams. — Fred R. David

The typical mentality among the leadership of "less work for more money" is far too prevalent. Outstanding efforts by individual employees are frowned upon, because they give "management" a reason to expect better results without an increase in compensation. — Glenn Beck

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. — Frank Partnoy

Imagine an organization where the physical plant honors the mission, celebrates the employees, shares information, holds people accountable, shapes the outside world's view and helps drive performance. That would be an organization which uses visual management. — Stewart Liff

Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers. — Horst Schulze

A manager must always provide the employees opportunities to continuously improve their skills and reassure them that they have a promising future. — Abhishek Ratna

The role of the CEO is to enable people to excel, help them discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change. (164) — Vineet Nayar

The Tanakh teaches that, "The diligent will rule, while the lazy will be put to forced labor". Most Jews work for themselves and hire employees instead of being employees. — H.W. Charles

Management must provide employees with tools that will enable them to do their jobs better, and with encouragement to use these tools. In particular, they must collect data. — George E.P. Box

Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts! — Denise Moreland

Any successful hospitality operation - be it a hotel or restaurant, chain or independent, low-cost provider or luxury establishment - requires an effectively performing individual operation. You have to attract the right customers, have the service product, set the right price for your product, and provide the right level of service - all the while managing your employees the right way to achieve your goals. This requires a combination of knowledge from a variety of disciplines, and thus this section includes contributions from our faculty in human resources, management, marketing, operations, and strategy. — Michael C. Sturman

Managers' responsibility is to ensure that people deliver the expected results, which are the company's strategy. The company's strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees' productivity, the enterprise is a weak competitor. — Anna Stevens

We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them. — Akio Morita

P R E S I D E N T Y O S H I D A'S T E N S P A R T A N R UlE S Hideo Yoshida's quest for management excellence was no doubt driven by his visions for Japanese marketing and media, but also by an overall worry about Japan's economic prospects after World War II. As a result, he developed a set of business and work principles, or rules, which he called the "Ten Spartan Rules": difficult work.5. Once you begin a task, complete it. Never give up.6. Lead and set an example for your fellow workers.7. Set goals for yourself to ensure a constant sense of purpose.8. Move with confidence. It gives your work force and substance.9. At all times, challenge yourself to think creatively and find new solutions.10. When confrontation is necessary, don't shy away from it. Confrontation is often necessary to achieve progress. These traditional work rules still guide Dentsu's employees, and are carried around in their notebooks — Anonymous

All you need is the will and the skill — Stewart Liff

Management, in the sense of employer, is merely the agent for the public, the stockholders and the employees. It is management's job to preserve the balance fairly between all these interests, that each may have his fair share without imperiling the continuity of the effort upon which the whole depends. — James F. Bell, III

A few of the managers we spoke with for this book worried that the tour of duty framework might give employees "permission" to leave. But permission is not yours to give or to withhold, and believing you have that power is simply a self-deception that leads to a dishonest relationship with your employees. Employees don't need your permission to switch companies, and if you try to assert that right, they'll simply make their move behind your back. — Reid Hoffman

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. — Ofra Strauss

Seems Google management figured out it is cheaper, happier and more productive to take care of their employees and create a positive work environment than to burn them to a crisp, make them afraid of the future, and send them off into the highways and byways of California in search of a Taco Bell for lunch. — Joe McNally

Organizations are not really "owned" by anyone. What formerly constituted ownership was split up into stockholders' rights to share in profits, management's power to set policy, employees' right to status and security, government's right to regulate. Thus older forms of wealth were replaced by new forms. — Charles A. Reich

As successful companies mature, employees gradually come to assume that the priorities they have learned to accept, and the ways of doing things and methods of making decisions that they have employed so successfully, are the right way to work. Once members of the organization begin to adopt ways of working and criteria for making decisions by assumption, rather than by conscious decision, then those processes and values come to constitute the organization's culture. 7 As companies grow from a few employees to hundreds and thousands, the challenge of getting all employees to agree on what needs to be done and how it should be done so that the right jobs are done repeatedly and consistently can be daunting for even the best managers. Culture is a powerful management tool in these situations. Culture enables employees to act autonomously and causes them to act consistently. Hence, the location of the — Clayton M Christensen

It is possible to see slavery and serfdom merely as extreme early forms of autocratic management, in which employees had no voice whatsoever in the work process and were viewed not as human beings but as alienated forms of individual wealth. Slavery, in this sense, did not die; it continues in modern dress in contemporary organizations wherever managers exercise autocratic power, unequal status, or arbitrary privileges, no matter how scientific the terminology or postmodern the image — Kenneth Cloke