Quotes & Sayings About Managers To Use

This absence of intellectual mechanisms for questioning our own actions becomes clear when the expression of any unstructured doubt - for example, over the export of arms to potential enemies or the loss of shareholder power to managers or the loss of parliamentary power to the executive - is automatically categorized as naive or idealistic or bad for the economy or simply bad for jobs. And should we attempt to use sensible words to deal with these problems, they will be caught up immediately in the structures of the official arguments which accompany the official modern ideologies - arguments as sterile as the ideologies are irrelevant. — John Ralston Saul

First, with regard to managing relationships within an oikos, both parables point to exemplary managers as independent moral agents, enacting values that challenge conventional oikos relationships. The parable of the shrewd manager affirms the manager who acts as a countercultural moral agent by unilaterally redistributing his master's wealth, and the parable of the ten pounds affirms the manager who counters his master's wishes by refusing to exploitatively use money to make more money. — Bruno Dyck

it's confusing to have a controller and a manager and a driver in the same
code base. What is the essential difference between a DeviceManager and a Protocol-Controller? Why are both not controllers or both not managers? Are they both Drivers really? The name leads you to expect two objects that have very different type as well as
having different classes.

A consistent lexicon is a great boon to the programmers who must use your code. — Robert C. Martin

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness - in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different. — Jim Highsmith

AFTER YEARS OF BEING ASKED to do more with less, managers are increasingly aware that they cannot produce the results that are expected of them with the organizations they currently have and the methods they currently use. — Alan G. Robinson

If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions. — Ken Blanchard

Properly Defining a Project's Initiation:

Projects start going bad at inception --- the customer's inception...

The problem is that these are initiatives rather than projects. Managers often fail to include the implementation professionals in these early meetings....stays close to the intended baseline...
people are enamored with technology...accept the limited information provided by sales material as definitive and ignore the hidden complexities in the implementation. As a result, during the inception of a project, customers use buzzwords and concepts they believe they understand and make assumptions about the idea's implementation. — Todd C. Williams

We do not use managers, we are the representatives of our athletes, and that is why I am deeply involved in athletics, I follow our athletes careers from start to finish, 100% all the way. — Alberto Juantorena

Managers at [the nuclear] sector should know that we need diplomacy and not slogans, .. This [is] where we should use all our leverages with patience and wisdom, without provocation and slogans that can give pretexts to the enemies. — Bill Vaughan

Managers are already voracious consumers of theory. Every time they make a decision or take action, it's based on some theory that leads them to believe that action will lead to the right result. The problem is, most managers aren't aware of the theories they're using, and they often use the wrong theories for the situation. — Clayton Christensen

Investors, of course, can, by their own behavior make stock ownership highly risky. And many do. Active trading, attempts to "time" market movements, inadequate diversification, the payment of high and unnecessary fees to managers and advisors, and the use of borrowed money can destroy the decent returns that a life-long owner of equities would otherwise enjoy. Indeed, borrowed money has no place in the investor's tool kit. — Warren Buffett

Managers can use power, money or certain circumstances to achieve short-term results. However, motivation is crucial for achieving long-term results. — Eraldo Banovac

If you want to do something that's going to change the world, build software that people want to use instead of software that managers want to buy. — Jamie Zawinski

Industrial innovations are costly, and managers must justify their high cost by producing measurable proof of their
superiority ... [P]eriodic innovations in goods or tools foster the belief that anything new will be proven better. This belief has become an integral part of the modern world view. It is forgotten that whenever a society lives by this delusion, each marketed unit generates more wants than it satisfies. If new things are made because they are better, then the things most people use are not quite good. New models constantly renovate poverty. The consumer feels the lag between what he has and what he ought to get. He believes that products can be made measurably more valuable and allows himself to be constantly re-educated for their consumption. The "better" replaces the "good" as the fundamental normative concept. — Ivan Illich

Managers, regardless of salary, should not be allowed to earn or use comp time. They are expected to work as many hours as needed to get the job done - especially at these salary levels. — Jodi Rell

Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they've known since childhood ... ... . They worry that if they're simple, people will think they're simple minded. In reality, of course, it's just the reverse. Clear, tough minded people are the most simple. — Jack Welch

Some people
Samad for example
will tell you not to trust people who overuse the phrase "at the end of the day"
football managers, estate agents, salesmen of all kinds
but Archie's never felt that way about it. Prudent use of said phrase never failed to convince him that his interlocutor was getting to the bottom of things, to the fundamentals. — Zadie Smith

As managers develop the systems approach, they learn to use computers for the things they are good at and to the contrary avoid using computers for things that people are good at. The consequences are fewer computer systems and more control. I — John Seddon

If you're watching a film on your television, is it no longer a film because you're not watching it in a theatre? If you watch a TV show on your iPad, is it no longer a TV show? The device and the length are irrelevant; the labels are useless, except perhaps to agents and managers and lawyers, who use these labels to conduct business deals. — Kevin Spacey

The best, most successful managers in the modern era are those who can keep a player happy even if he is not in the team. Given the size of the squads and the use of rotation nowadays, that's tougher than it's ever been. — Gary Lineker