Organization Management Quotes & Sayings

HR is My Area of Interest Where I Can Utilize My Professional Skills Throughout Fill The Gaps Between Organizational Goals With Employees Goals. — Avinash Advani

Time Progression: Wasting Spending Managing Investing — Elizabeth Grace Saunders

Change shouldn't be treated as a singular occurrence when it is an ongoing, continued process and dynamic capability within the organization. — Pearl Zhu

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

Management capability is always less than the organization actually needs. — Robert Heller

At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day. — Sheryl Sandberg

People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness. — Dee Hock

At its zenith Sears accounted for more than 2 percent of all retail sales in the United States. It pioneered several innovations critical to the success of today's most admired retailers: for example, supply chain management, store brands, catalogue retailing, and credit card sales. The esteem in which Sears' management was held shows in this 1964 excerpt from Fortune: "How did Sears do it? In a way, the most arresting aspect of its story is that there was no gimmick. Sears opened no big bag of tricks, shot off no skyrockets. Instead, it looked as though everybody in its organization simply did the right thing, easily and naturally. And their cumulative effect was to create an extraordinary powerhouse of a company. — Clayton M Christensen

Every measure selected should be part of a link of cause-and-effect relationships, and ultimately affect the growth and long-term perspectives of the organization. — Pearl Zhu

What is an organization actually, even in organization theory, even in the most classical sense in management, if not a serial redescription which starts again (and it's true) every morning. — Bruno Latour

Management of many is the same as management of few. It is a matter of organization. — Sun Tzu

Peering succeeds because it leverages self-organization - a style of production that works more effectively than hierarchical management for certain tasks. — Don Tapscott

The right set of unique digital capabilities directly decides the overall organization's competency and growth potential, to build high-effective, high-responsive, high-intelligent and high mature digital organization. — Pearl Zhu

Public Relations is the management of communication between an organization and its publics. — James E. Grunig

It is difficult to have a highly competitive organization without highly competitive talent. — Pearl Zhu

A knowledgeable manager can lend to the success of an organization "almost" as much as a poorly trained manager can damage it. — Mark W. Boyer

IT can weave all crucial business elements such as people, process, and technology into organizational competencies for running a living and fluid digital organization. — Pearl Zhu

You see, in sports you have so many things that aren't expected. There's so much uncertainty. So when players find themselves in a situation where management has a great deal of integrity and they can depend on my word or anybody else's word in the organization, they feel secure. And if the players feel secure, they don't want to leave here. And if they don't want to leave here, they're going to do everything they can on the court to stay here. — Red Auerbach

Just because you have the capacity to do something doesn't mean you have to do it. Management, organization, speaking and traveling: you must ask not only what fruit they bring to the world, but what fruit they yield on the inside of your life and your heart. I — Shauna Niequist

As I have earlier noted, the most important things in life and in business can't be measured. The trite bromide 'If you can measure it, you can manage it' has been a hindrance in the building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go 'round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity? What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization. — John C. Bogle

Information is a significant component of most organizations' competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated. — Institute Of Internal Auditors

Back to fundamental, IT is not the weakest link in the organization, it's people. — Pearl Zhu

In his work as a management consultant, Covey often asked his corporate clients to write a one-sentence answer to the question What is this organization's essential mission or purpose and what is its main strategy to accomplish that? — Bruce Feiler

several hundred thousand dollars in a challenging, relevant, and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening cooperation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission." An — Terry Pratchett

Senior management approval and buy-in is essential to the success of the overall BCP effort. If possible, you should attempt to have the plan endorsed by the top executive in your business - the chief executive officer, chairman, president, or similar business leader. This move demonstrates the importance of the plan to the entire organization and showcases the business leader's commitment to business continuity. The signature of such an individual on the plan also gives it much greater weight and credibility in the eyes of other senior managers, who might otherwise brush it off as a necessary but trivial IT initiative. — James Michael Stewart

The "self-driven" talent performance management is pursuing the digital way to run a purpose-driven organization. — Pearl Zhu

Digital organization is essentially a dynamic, people-centered ecosystem. — Pearl Zhu

Invest in low-turnover, passively managed index funds ... and stay away from profit-driven investment management organizations ... The mutual fund industry is a colossal failure ... resulting from its systematic exploitation of individual investors ... as funds extract enormous sums from investors in exchange for providing a shocking disservice ... Excessive management fees take their toll, and manager profits dominate fiduciary responsibility. — David F. Swensen

No officer should be required or permitted to take part in the management of political organizations, caucuses, conventions, or election campaigns. Their right to vote and to express their views on public questions, either orally or through the press, is not denied, provided it does not interfere with the discharge of their official duties. No assessment for political purposes on officers or subordinates should be allowed. — Rutherford B. Hayes

Information Management becomes the core capability of the digital organization, and it is the key differentiator between digital leaders and laggards. — Pearl Zhu

It is management's job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit center. — W. Edwards Deming

Innovative ideas aren't generated in structured, authoritarian environments but in an adaptive culture based on the principles of self-organization and self-discipline. — Jim Highsmith

The truly effective managers we've observed are purposeful, trust in their own judgement, and adopt long-term, big-picture views to fulfill personal goals that tally with those of the organization as a whole. They break out of their perceived boxes, take control of their jobs, ... — Sumantra Ghoshal

Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management's first job is to think through, set, and exemplify those objectives, values, and goals. Management — Peter F. Drucker

Those who disrupt their industries change consumer behavior, alter economics, and transform lives. — Heather Simmons

Management problems are not respecters of the company organization, nor of the talents of the people appointed to solve them. — Anthony Stafford Beer

The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy. — Max McKeown

Two Dimensions of Executive Skills: Thinking and Doing Executive skills involving thinking (cognition) Working memory Planning/prioritization Organization Time management Metacognition Executive skills involving doing (behavior) Response inhibition Emotional control Sustained attention Task initiation Goal-directed persistence Flexibility — Richard Guare

I've learned time management, organization and I have priorities. — Tory Burch

Management is the process of assuring that the program and objectives of the organization are implemented. Leadership on the other hand has to do with casting vision and motivating people. — John C. Maxwell

Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new 'program' to introduce. No! The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress. — James C. Collins

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization. — Robert E. Davis

The key activities are not to be found in books. They emerge from analysis of the specific enterprise. Two enterprises that to an outsider appear to be in an identical line of business may well end up defining their key activities quite differently. One, for instance, may put production in the centre; the other, customer service. Only two key activities are always present in any organization: there is always the management of people and there is always the management of money. The rest has to be determined by the people within looking at the enterprise and at their own jobs, values, and goals. — Peter F. Drucker

Given the central role of effective, firmwide risk management in maintaining strong financial institutions, it is clear that supervisors must redouble their efforts to help organizations improve their risk-management practices ... We are also considering the need for additional or revised supervisory guidance regarding various aspects of risk management, including further emphasis on the need for an enterprise-wide perspective when assessing risk. — Ben Bernanke

important components of the management system. It is the process by which top management reviews the effectiveness of the system and analyzes the performance of the organization. — Craig Cochran

Enterprise Risk Management (ERM) involves viewing risk holistically and horizontally across an organization. Both insurable and non-insurable risks are identified across all facets and disciplines of an entity, with the objective to eliminate, ameliorate or transfer such risks - or prepare to accept them. — Al Decker

An organization's success has more to do with clarity of shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability or management competence, important as they may be. — Dee Hock

In terms of organisational models and human relationship models, humankind has not evolved much over the last millennia. — Miguel Reynolds Brandao

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are. — Peter F. Drucker

From the very beginning of this movement, Scientology has always been a very closeted organization. That aura of secrecy is something that the present-day management continues. — Lawrence Wright

The most important figures for management of any organization are unknown and unknowable. — W. Edwards Deming

In the business world, management is always viewed in terms of productivity. Why? Because productivity is the key to the success of the organization and to your future as a manager. — Tony Alessandra

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

The European Parliament responded by focusing on corporate governance. If corporations wanted to be legal citizens they could damned well shoulder the responsibilities of good citizenship as well as the benefits. Social as well as financial audits were the order of the day. Directives outlining standards for corporate citizenship were drafted and a lucrative niche for a new generation of management consultants emerged - those who could look at an organization and sound a warning if its structure rewarded pathological behaviour. — Charles Stross

An organization has integrity - is healthy - when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense. — Patrick Lencioni

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

Move away from the mid-set that the fulfillment of the organization's mission, vision, and strategic plan is only the work of leaders. — Sue Tetzlaff

MERIT IS A PRODUCT OF KNOWLEDGE AND TRANSPARENCY — Miguel Reynolds Brandao

At least since the time of In Search of Excellence in 1980, its first blockbuster bestseller, management literature has rejected the model of a business organization as a machine and its people as robots. Managers are exhorted to stop managing and start leading, to empower people, and to master something called "change management." The volume of the volumes has become cacophonous. However, many managers remain rather confused, as there is little consensus about how empowerment is actually supposed to work. — Stephen Bungay

In an organization which manages by drives people either neglect their job to get on with the current drive, or silently organize for collective sabotage of the drive in order to get their work done. In either event they become deaf to the cry of "wolf." And when the real crisis comes, when all hands should drop everything and pitch in, they treat it as just another case of management-created hysteria. Management by drive is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not think. But, above all, it is a sign that the company does not know what to expect of its managers and that, not knowing how to direct them, it misdirects them. — Peter F. Drucker

The effect of the corporation, under the prevailing policy of the free, go-as-you-please method of organization and management, has been to drive the bulk of our people, other than farmers, out of property ownership; and, if allowed to go on as present, it will keep them out ... The paramount problem is not how to stop the growth of property, and the building up of wealth, but how to manage it so that every species of property, like a healthy growing tree will spread its roots deeply and widely in the soil of a popular proprietorship. — Peter S. Grosscup

Having a person of Dr. Berthiaume's calibre leading Library and Archives Canada will be a solid asset to the organization. His extensive experience in the management of large cultural organizations and his strong leadership are important qualifications for this position. — Shelly Glover

A $10,000 investment in Dell at its 1988 initial public offering would have yielded a fortune of ~$6 million at the stock's peak. — Heather Simmons

Broadly speaking, the KPIs of the organization needs to be the KPIs of the IT function. — Pearl Zhu

Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds. — Colin Powell

Generally, management of many is the same as management of few. It is a matter of organization. And to control many is the same as to control few. This is a matter of formations and signals. — Sun Tzu

While most of today's jobs do not require great intelligence, they do require greater frustration tolerance, personal discipline,organization, management, and interpersonal skills than were required two decades and more ago. These are precisely the skills that many of the young people who are staying in school today, as opposed to two decades ago, lack. — James P. Comer

Reduce the layers of management. They put distance between the top of an organization and the customers. — Donald Rumsfeld

Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change. — Pearl Zhu

No amount of organization and time management will compensate for a lack of Christian character, not when it comes to this great calling of glory through good - bringing glory to God by doing good to others. — Tim Challies

All but a few of the organizations do not specifically promise to deliver superior investment performance although it is perhaps not unreasonable for the public to draw such an inference from their advertised emphasis on professional management. — Warren Buffett

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 an engineer, I understood that the natural world operated according to fixed laws. Through my studies, I came to realize that there were, likewise, laws that govern human wellbeing. It seemed to me that these laws are fundamental not only to the wellbeing of societies, but also to the miniature societies of organizations. Indeed, that is what we found when we began to apply these principles systematically at Koch Industries. Through our observation of how they could create prosperity in an organization, I began to systematize my beliefs into Market-Based Management. — Charles Koch

Organizational culture is just like the "Operation System" of the organization, you need reboot periodically to keep it running smoothly. — Pearl Zhu

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

Management creates an empowered state of mind in the organization by treating employees as part-owners of the business and expecting them to act like owners. — Leonard L. Berry

Never inject a man into the top, if it can be avoided. In a big organization, to have to do that, I think, is a reflection on management, Of course there are always exceptional cases. — Alfred P. Sloan

Back when I was looking for my next step and was researching Gannett, I was interested in who was leading the various businesses within the organization: Are there a lot of women and minorities in important, operational roles, senior management and the board of directors? — Gracia Martore

When it comes to busines ... I mean your business. Always remember you are the leader of your businesnot the Manager. You are the inspiration of your organization, you are the core that moves your business forward ... and this is your added value as a business owner. — Sameh Elsayed

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward. — Tom Peters

The behavior of any bureaucratic organization can best be understood by assuming that it is controlled by a secret cabal of its enemies. — Robert Conquest

In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting, and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked-up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem. — Ben Horowitz

Nobody thought the direct business model would work. But work it did, and spectacularly. Until it didn't. And therein lies the tale. — Heather Simmons

The team exists to accomplish a result. The community exists to support its members while they fulfill their purpose ... When partnerships, management teams, and organizations build communities, they tap into a greater and deeper reservoir of courage, wisdom, and productivity. — Peter Gibb

Management Challenges to Implementing Agile Processes in Traditional Development Organizations, — Barry Boehm

[I]ron discipline does not preclude but presupposes criticism and contest of opinion within the Party. Least of all does it mean that discipline must be 'blind'. On the contrary, iron discipline does not preclude but presupposes conscious and voluntary submission, for only conscious discipline can be truly iron discipline. — Joseph Vissarionovich Stalin

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

A high-mature digital organization is shifting from "pushing" stuff to the digital channel into "pulling" resources up for problem-solving. — Pearl Zhu

First, that a Socialist believes in the common ownership and democratic management of the means of producing the necessities of life; and, second, that a Socialist believes that the means by which this is to be brought about is the class conscious political organization of the wage-earners. Thus far they were at one; but no farther. To — Upton Sinclair

Create and nurture an environment in your organization where curiosity is encouraged, and creative thinking is rewarded. — Pearl Zhu

Steve Chandler and Duane Black present an approach to management that promises to lower your stress level, increase your happiness and allow everyone in your organization to be more creative and productive. — Rolf Dobelli

Truth be told, nobody thought Dell's direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, "I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, 'There's no way, who's gonna buy a computer over the phone? They're complicated. — Heather Simmons

I'm delighted to be joining INVESCO, an organization that has been growing both in terms of assets under management and the breadth of investment capabilities offered. I see great potential in working with the accomplished investment centers within INVESCO and providing expertise to help develop strategic solutions for our clients. — Diane Garnick

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

Time Progression: Wasting >>Spending >> Managing >> Investing — Elizabeth Grace Saunders

By 2000, the rate of GIS development had risen above the normal growth trend of institutional management skills. This means that systems are now more capable than people, and the ordinary incremental growth rate in skills within an organization does not keep up with developments in technology. Recently, the relative curve of GIS development has leveled off somewhat, but management still has a lot of institutional learning to do before truly making use of the full capabilities of GIS. — Roger Tomlinson

There is no such thing as "healthy" competition within a knowledge organization; all internal competition is destructive. The nature of our work is that it cannot be done by any single person in isolation. Knowledge work is by definition collaborative. — Tom DeMarco

It was a wonderful experience to play in the NFL, and I have no regrets. I truly will miss playing for the Lions. I consider the Lions' players, coaches, staff, management and fans my family. I leave on good terms with everyone in the organization. — Barry Sanders

The traditional approaches to time management and personal organization were useful in their time. They provided helpful reference points for a workforce that was just emerging from an industrial assembly-line modality into a new kind of work that included choices about what to do and discretion about when to do it. — David Allen