Quotes & Sayings About Office Management

Office reformers are pulled in two directions. They either follow Frederick Taylor (the father of scientific management) and the successive waves of management scientists who thought that with enough overhead cameras, spreadsheets, computing power, and analysis, they could "solve" the organization and its problems. Or they follow the dreamers of the 1970s and '80s, who, inspired by the cybernetic-counterculture movement, thought that by getting rid of that same organizational infrastructure, they could free workers to reach their full potential by embracing chaos, complexity, new technology, or all three. — Ray Fisman

The relationships that I've built and the connections and the network that I have created playing on these multiple teams, playing for these multiple coaches and assistant coaches - I wouldn't give that back for anything, because I believe that's going to prepare me for my next step, whether that's going to be on the floor coaching or in an office doing some type of management work. — Drew Gooden

Here, take my advise ... I'm not using it." (John Jolliffe) — Dana J Goulston

Somebody could send you an office document or a PDF file, and as soon as you open it, it's a booby trap and the hacker has complete control of your computer. Another major problem is password management. People use the same password on multiple sites, so when the hacker compromises one site, they have your password for everywhere else. — Kevin Mitnick

I can't overstate how little I knew about myself at 22, or how little I'd thought about what I was doing. When I graduated from college I genuinely believed that the creative life was the apex of human existence, and that to work at an ordinary office job was a betrayal of that life, and I had to pursue that life at all costs. Management consulting, law school, med school, those were fine for other people - I didn't judge! - but I was an artist. I was super special. I was sparkly. I would walk another path.
And I would walk it alone. That was another thing I knew about being an artist: You didn't need other people. Other people were a distraction. My little chrysalis of genius was going to seat one and one only. — Lev Grossman

Operating divisions that manage their own long-term strategic uncertainty will most likely end up mediocre performers, avoiding high-risk bets to increase their odds of survival. In addition, since great performance demands relentless focus on a particular strategy, devoting resources - especially management time and attention - to creating options is typically beyond the capacity of an operating division. Consequently, Strategic Flexibility is not something a successful operating division can typically create for itself. Only by focusing the corporate office on the management of uncertainty can the overall corporation achieve high results (thanks to commitment-focused divisions) at lower risk (thanks to the uncertainty-focused corporate office). — Michael E. Raynor

It doesn't matter what your boss thinks as long as he doesn't cry. — Gerry Geek

When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders. — Hans Vestberg

Eli Campbell, managing partner of Chambers and White, walked into the break room carrying an empty mug. Partners seldom entered the room, but Eli was the exception. He practiced "management by wandering around." Chatting with the staff while pouring his own coffee or biting into a hot Krispy Kreme doughnut gave him an insight that none of the other partners had. Unlike the other partners, he was friendly, outgoing, and approachable when in the office. But, that was a practiced facade. — Tom Collins

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office.
No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is.
Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business. — Michael Delaware

Economist Peter Orszag witnessed the workings of vetocracy and its nefarious consequences. Writing in 2011, he reflected on what he had just witnessed as one of the top economic policymakers in the United States: "During my recent stint in the Obama administration as director of the Office of Management and Budget, it was clear to me that the country's political polarization was growing worse - harming Washington's ability to do the basic, necessary work of governing. . . . Radical as it sounds we need to counter the gridlock of our political institutions by making them a bit less democratic. I know that such ideas carry risk. And I have arrived at these proposals reluctantly: they come more from frustration than from inspiration. But we need to confront the fact that a polarized, gridlocked government is doing real harm to our country. And we have to find some way out of it. — Moises Naim

If, therefore, those called to office and leadership roles in the church remain content merely to organize and manage the internal affairs of the church, they are leaving a vacuum exactly where there ought to be vibrant, pulsating life. Of course Christian leaders need to be trained and equipped for management, for running of the organization. The church will not thrive by performing in a bumbling, amateur fashion and hoping that piety and goodwill will make up for incompetence. But how much more should a Christian minister be a serious professional when it comes to grappling with scripture and discovering how it enables him or her, in preaching, teaching, prayer, and pastoral work, to engage with the huge issues that confront us as a society and as individuals. If we are professional about other things, we ought to be ashamed not to be properly equipped both to study the Bible ouselves and to bring its ever-fresh word to others. — N. T. Wright

described the relatively low number of fatalities as a miracle.1 President Bill Clinton ordered his National Security Council to coordinate the response. Government agencies swung into action to find the culprits.The Counterterrorist Center located at the CIA combed its files and queried sources around the world. The National Security Agency (NSA), the huge Defense Department signals collection agency, ramped up its communications intercept network and searched its databases for clues.2 The New York Field Office of the FBI took control of the local investigation and, in the end, set a pattern for future management of terrorist incidents. Four features of this episode have significance for the story of 9/11. 71 — Anonymous

The president receives an inspector general's report that the Office of Personnel Management could be hacked into; they had antiquated firewalls; 23 million files have been - are in the hands of the Chinese allegedly, including, by the way, members of the press, it turns out, last week. Maybe that's the only part that's good news, so that you guys can get a feel for what it's like now to see this type of attack. — Jeb Bush

People who do surf the Internet for fun at work - within a reasonable limit of less than 20 percent of their total time in the office - are more productive by about 9 percent than those who don't," according to Dr. Brent Coker, from the department of management and marketing at the University of Melbourne, Australia. — Erik Qualman

One of the principal factors fueling the proliferation of the abuse of secrecy and sensitive but unclassifieds is the administration's adherence to the unitary executive principal. This administration more than any of its predecessors believes that it is its responsibility to collect power onto itself in the executive office when it comes to the conduct of war, foreign policy, the management of agencies and departments, regulations, etc. — Ted Gup

I worked for the Office of Management and Budget in the White House, on nuclear energy policy. But I decided it would be much more fun to have a specialty food store, so I left Washington D.C. and moved to the Hamptons. And how glad I am that I did! — Ina Garten

During the whole funding process they said, 'We're interested in you guys because of your management team; we think you're fantastic ... ' Two weeks later they pull me into the office - before even the first board meeting - and say, 'We want to replace you as CEO.' — Mark Fletcher

I have had the privilege of serving as city comptroller, and I lead 750 professionals in the office, have appointed eight deputy comptrollers ... no one has criticized my management of these 750 professionals. — John Liu

The best discussion of trouble in boardroom and business office is found in newspapers' own financial pages and speeches by journalists in management jobs. — Russell Baker

When I interviewed Paul Bremer in his office he had almost no books on his shelves. He had a couple of management books, like "Leadership" by Rudolph Giuliani . I didn't take it as an encouraging sign. — George Packer

Interesting office management skills, kind of a 'violence is not the answer so I'm going to beat the shit out of you philosophy. — Craig Johnson

The office, which had an outside entrance for ordinary visitors, was separated from the parlor by a sliding door; though Mr. Clutter occasionally shared the office with Gerald Van Vleet, a young man who assisted him with the management of the farm, it was fundamentally his retreat - an orderly sanctuary, paneled in walnut veneer, where, surrounded by weather barometers, rain charts, a pair of binoculars, he sat like a captain in his cabin, a navigator piloting River Valley's sometimes risky passage through the seasons. — Truman Capote

I live in the Managerial Age, in a world of "Admin." The greatest evil is not now done in those sordid "dens of crime" that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voices. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the office of a thoroughly nasty business concern."
[From the Preface] — C.S. Lewis

Since the NBA purchased the New Orleans Hornets, final responsibility for significant management decisions lies with the Commissioner's Office in consultation with team chairman Jac Sperling. All decisions are made on the basis of what is in the best interests of the Hornets. In the case of the trade proposal that was made to the Hornets for Chris Paul, we decided, free from the influence of other NBA owners, that the team was better served with Chris in a Hornets uniform than by the outcome of the terms of that trade. — David Stern