Management Companies Quotes & Sayings

We need to recognise that the whole edifice of our fifth estate, of our journalism, has been built on a foundation of newspaper journalism and that that foundation is crumbling. The management of the media companies will deny that the end is nigh. I hope they are right. — Malcolm Turnbull

Management philosophy: Pay attention to the vital fiew and ignore the trivial many. I could go insane if I obsessed over every little details of all my companies. — John Paul DeJoria

The Ministry places great importance and focus on the waste management issue as one of the most pressing priorities in the UAE, given its economic, social, environmental and medical effects. The Ministry addresses this issue through two approaches, the first in limiting the generation of waste form the source, by organizing awareness programs that target families and individuals, or by regulations and developing a national regulatory framework for waste management. The second revolves around the reuse and recycling of waste as a national commitment and one of the major objectives of the national agenda of the UAE Vision 2021. We all hope that we can strengthen the cooperation between the public and private sector in that domain, and encourage private companies to play a more vital role in waste management in a way that exceeds corporate social responsibility initiatives. — Anonymous

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market - not only a market of individuals and companies, but also a market in which the players are governments.
Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation.
Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business.
It would also help to establish which fiscal and regulatory policies produced the best overall economic results.
No wonder socialists don't like it. — Margaret Thatcher

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%). — Dave Ulrich

On the basis of capitalist production, a new swindle with the wages of management develops in connection with joint-stock companies, in that, over and above the actual managing director, a number of governing and supervisory boards arise, for which management and supervision are in fact a mere pretext for the robbery of shareholders and their own enrichment. — Karl Marx

Often they [writers on the study of management] have a point of view based upon intuition and experience. They then offer a cadence of two-paragraph examples carefully selected to "prove" their theory, and then they write "one size fits all" books. The message is, "If you'd do what these companies did, you'd be successful too." — Clayton Christensen

Management, a science? Of course not, it's just a waste-paper basket full of recipes which provided the dish of the day during a few years of plenty and economic growth. Now the recipes are inappropriate and the companies which persist in following them will disappear. — Leon Courville

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. — Clayton M Christensen

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform. — Henry Kravis

I see companies these days where thoughts of "exits" are foremost in the minds of top management and board, and it is so clear that this value will infect the decision making down to the smallest choice by the most junior employee. Do we create something that is good, or just that seems good and might get us acquired or funded? — Brad Stone

This idea of anticipation is key to investing and to business generally. You can't wait for an opportunity to become obvious. You have to think, "Here's what other people and companies have done under certain circumstances. Now, under these new circumstances, how is this management likely to behave?" — Edward Lampert

Most companies spend all their time looking for another management concept and very little time following up the one they have just taught their managers. — Ken Blanchard

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

When companies create ridiculous and demoralizing rules to halt the outlandish behavior of a few individuals, it's a management problem. There's no sense in alienating your entire workforce because you don't know how to manage performance. It makes a bad situation that much worse. — Travis Bradberry

In this age people have become more loyal and attached to personal brands,individuals than companies, brands. [You get the emotional highs and lows, but real issues overlooked]. In a social media driven world, every piece of content we put out there can make or mar us — Bernard Kelvin Clive

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills. — Andrew Tan

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, "[Successful leaders] are not more creative. They're not more visionary. They're not more charismatic. They're not more ambitious. They're not more blessed by luck. They're not more risk-seeking. They're not more heroic. And they're not more prone to making big, bold moves." Then what sets them apart? "They all led their teams with a surprising method of self-control in an out-of-control world."2 — Max Lucado

Methodology must be flexible. Companies often don't adopt the materials & methods they were trained on because they aren't flexible enough. — Brian Lawley

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. — Andy Grove

One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge. — Henrik Fisker

Our industry expertise (at KKR) enables the firm not only to make better investment choices but also to win the confidence of senior management and sellers, which has enabled us to purchase many companies on an exclusive basis. — Henry Kravis

Such a study indicates that the greatest investment reward comes to those who by good luck or good sense find the occasional company that over the years can grow in sales and profits far more than industry as a whole. It further shows that when we believe we have found such a company we had better stick with it for a long period of time. It gives us a strong hint that such companies need not necessarily be young and small. Instead, regardless of size, what really counts is a management having both a determination to attain further important growth and an ability to bring its plans to completion. — Philip A. Fisher

I tend to share whatever I know in general. I've never been a person to horde information for the sake of my own skin, you know what I mean? Not share so somebody doesn't take your job, I've never had that kind of insecurity. I also had a management company, too, so we were always one of those companies that shared information with our artists. Whatever they wanted to know, as much as they wanted to know, they could know. — Queen Latifah

If your endeavors result in success of the company in a continuity of at
least a few years, you are a successful manager. If other companies follow
your business approach, you are certainly an important manager with
leader characteristics. — Eraldo Banovac

If insurance companies paid for lifestyle-management classes, they would save huge sums of money. We need to see that alternative medicine is now mainstream. — Deepak Chopra

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors. — Dana Goldstein

I could go insane if I obsessed over every little detail of all of my companies. My management philosophy is to pay attention to the vital few and ignore the trivial many. — John Paul DeJoria

Numerous studies, and my own experience as a serial entrepreneur, have proven that companies with a diverse management team provide greater financial returns to investors. — Jay Samit

Forward thinking companies that adapt positively to the sustainable business agenda will be at the forefront of resource productivity, reducing waste and of environmental reporting. They and their management teams make things happen ahead of their competitors — Michael Meacher

If humans can live for 100 years, why do companies die so young. — Sukant Ratnakar

Sales management is the most critical - and underappreciated - role in the sales force. Companies struggle to find something powerful to train sales managers on. — Jason Jordan

Regardless of where the EPZs are located, the workers' stories have a certain mesmerizing sameness: the workday is long- fourteen hours in Sri Lanka, twelve hours in Indonesia, sixteen in Southern China, twelve in the Philippines. The vast majority of the workers are women, always young, always working for contractors or subcontractors from Korea, Taiwan or Hong Kong. The contractors are usually filling orders for companies based in the U.S., Britain, Japan, Germany or Canada. The management is military-style, the supervisors often abusive, the wages below subsistence and the work low-skill and tedious. — Naomi Klein

that is subject to accelerated revenue recognition as a result of aggressive management estimates is one that has "multiple deliverables." In this type of arrangement, the seller provides several distinct, but intermingled deliverables over an extended period of time. For example, wireless telecom companies often package mobile phone service and a cell phone handset together in the same contract. Sometimes the handset is sold to the customer at a greatly discounted price (or even given away for free), as long as the customer also agrees to a two-year service contract. Accounting rules require the seller to allocate a portion of the total contract value to the handset (to be recognized as revenue up front) and a portion to the service contract (to be recognized over the life of the contract). The seller uses assumptions in estimating how to split the revenue between the two deliverables. By changing these assumptions or — Howard M. Schilit

Collective management will build companies - not top-down decision-making. — Peter Diamandis

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an "island of freedom" where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit's senior management. — Eric Ries

Perhaps many of the security analysts are handicapped by a flaw in their basic approach to the problem of stock selection. They seek the industries with the best prospects of growth, and the companies in these industries with the best management and other advantages. The implication is that they will buy into such industries and such companies at any price, however high, and they will avoid less promising industries and companies no matter how low the price of their shares. This would be the only correct procedure if the earnings of the good companies were sure to grow at a rapid rate indefinitely in the future, for then in theory their value would be infinite. And if the less promising companies were headed for extinction, with no salvage, the analysts would be right to consider them unattractive at any price. — Benjamin Graham

The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no 'charisma' and little use either for the term or what it signifies." Supporting Drucker's claim, Brigham Young University management professor Bradley Agle studied the CEOs of 128 major companies and found that those considered charismatic by their top executives had bigger salaries but not better corporate performance. We — Susan Cain

Growth makes management easier. In particular, it makes making labor concessions seem easy. It's when growth stops because you're being disrupted that managing becomes really, really hard, and as a result, most disrupted companies simply disappear. — Clayton Christensen

Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works. — Barry Diller

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

With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company. — Jim Stanford

There's increasing consciousness that a "command and control" style of management which one associates with a male model isn't necessarily what works anymore, especially with small to medium sized companies. There's increasing evidence that a more flexible management style, where responsibility is distributed up and down the line, is what works best. And that kind of management style is one that will allow individual workers more flexibility - men and women. — Betty Friedan

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

Engineering-driven companies falsely assume that because they build it, the industry will magically become aware and be willing to buy it. — Brian Lawley

There are companies with management and companies with money. You can always find money. Management is the key to success in any business. — Husnu Ozyegin

A market downturn, doesn't bother us. For us and our long term investors, it is an opportunity to increase our ownership of great companies with great management at good prices. Only for short term investors and market timers is a correction not an opportunity. — Warren Buffett

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management; that's dealmaking. — Clayton Christensen

We could cite many cases of companies' similar attempts to create new-growth platforms after the core business had matured. They follow an all-too-similar pattern. When the core business approaches maturity and investors demand new growth, executives develop seemingly sensible strategies to generate it. Although they invest aggressively, their plans fail to create the needed growth fast enough; investors hammer the stock; management is sacked; and Wall Street rewards the new executive team for simply restoring the status quo ante: a profitable but low-growth core business.4 — Clayton M Christensen

Fully 57 percent of American college students are women. Life insurance companies sell more policies to women than to men. As women continue to draw on experience and education, they're accelerating their numbers in upper management, too. — Suzanne Fields

Thus a new way of finding fluidity will inevitably be imposed on management and labor alike. The profit-sharing, or "progress" sharing union contract is the only possible way of satisfying labor and the consumer without saddling industry with fixed costs that in depression periods can kill off marginal companies like flies. — John Chamberlain

In most companies, the best project management skills are found in the IT department, because they work on a project basis all the time. — Dave McNab

The directors of such companies, however, being the managers rather of other people's money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own ... Negligence and profusion, therefore, must always prevail, more or less, in the management of the affairs of such a company. — Adam Smith

Good people have always been at the heart of the Virgin business, and that's largely because we have tried to keep our business small, and our management teams tight-knit. I feel that small, compact companies, are better run. That is partly because people feel more connected in small companies. — Richard Branson

Take what fame or fortune comes your way. My first bestseller was a cookbook, so remember to be open to trying new things. From that experience I learned things about marketing a book that benefitted me greatly and, combined with my sales management experience with Fortune 500 companies, I was able to launch a string of bestsellers. — Dan Alatorre

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do. — Warren G. Bennis

Companies, as they grow to become multi-billion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do. — Steve Jobs

Imagine if the pension funds and endowments that own much of the equity in our financial services companies demanded that those companies revisit the way mortgages were marketed to those without adequate skills to understand the products they were being sold. Management would have to change the way things were done. — Eliot Spitzer

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies. — Mitch Kapor

Most books on management are written by management consultants, and they study successful companies after they've succeeded, so they only hear winning stories. — Ben Horowitz

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors "who looked like them, were in their sector and in their geography." Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it's also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio. — Thomas L. Friedman

One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me. — William Clay Ford Jr.

IT - especially with its role so greatly enlarged by the arrival of the Internet - has changed not only how we work and conduct business, but also how we (and our customers) play, how we consume, and how we educate our next generations. And yet the IT phenomenon, so evident in the expenditures of every organization, has not yet achieved management attention equal to other areas, such as finance, marketing, operations, and human resources. In far too many companies, IT remains a black box that business managers rarely try to see inside. When business managers do engage in IT discussions, often they bring little expertise to bear. Few feel apologetic about their IT inadequacies. But the time is coming when "I'm not an IT person" will be no more adequate as a manager's defense in the aftermath of a major corporate problem than Jeff Skilling's now notorious "I'm not an accountant" - that CEOs effort to explain his failure to foresee or prevent Enron's spectacular implosion. — Robert D. Austin

In evaluating potential vendors, accurately estimating total cost of ownership is critical. Yet, this is often an area where companies don't put the right amount of effort. This tool can help those looking at Warehouse Management Systems get their arms around this key issue. — Dan Gillmor

Waste Choices is working with so many waste management companies in Australia to get proper management of hazardous waste. — Joel

The Economist magazine recently called female economic empowerment the most profound social change of our times. Women in the United States now get more college and graduate degrees than men do. We run some of the greatest companies. There are seventeen female heads of state around the world. We control more than 80 percent of U.S. consumer spending and, by 2018, wives will outearn husbands in the United States. Now comprising half of the workforce, women are closing the gap in middle management. Our competence and ability to excel have never been more obvious. Those who follow society's shifting values with a precision lens see a world moving in a female direction. — Katty Kay

Pitney's first management meeting of the new year typically consisted of about fifteen minutes discussing the previous year (almost always superb results) and two hours talking about the "scary squiggly things" that might impede future results.28 Pitney Bowes sales meetings were quite different from the "aren't we great" rah-rah sales conferences typical at most companies: The entire management team would lay itself open to searing questions and challenges from salespeople who dealt directly with customers.29 — James C. Collins