Quotes & Sayings About Poor Managers

The managers and superintendents and clerks of Packingtown were all recruited from another class, and never from the workers; they scorned the workers, the very meanest of them. A poor devil of a bookkeeper who had been working in Durham's for twenty years at a salary of six dollars a week, and might work there for twenty more and do no better, would yet consider himself a gentleman, as far removed as the poles from the most skilled worker on the killing beds; he would dress differently, and live in another part of the town, and come to work at a different hour of the day, and in every way make sure that he never rubbed elbows with a laboring man. Perhaps this was due to the repulsiveness of the work; at any rate, the people who worked with their hands were a class apart, and were made to feel it. — Upton Sinclair

The problem was the journalists who also did not understand much of my music, but they wrote about it. I think you fell into the usual trap laid out by parts of the press and other writers: that the poor musician has always to fight the evil companies and managers. — Klaus Schulze

I found the concept of hindsight bias fascinating, and incredibly important to management. One of the toughest problems a CEO faces is convincing managers that they should take on risky projects if the expected gains are high enough. Their managers worry, for good reason, that if the project works out badly, the manager who championed the project will be blamed whether or not the decision was a good one at the time. Hindsight bias greatly exacerbates this problem, because the CEO will wrongly think that whatever was the cause of the failure, it should have been anticipated in advance. And, with the benefit of hindsight, he always knew this project was a poor risk. What makes the bias particularly pernicious is that we all recognize this bias in others but not in ourselves. — Richard H. Thaler

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

If we're going to actually come up with robots that will do our laundry or tidy up the kitchen, we're going to have to make sure that whatever replaces capitalism is based on a far more egalitarian distribution of wealth and power - one that no longer contains either the super-rich or desperately poor people willing to do their housework. Only then will technology begin to be marshaled toward human needs. And this is the best reason to break free of the dead hand of the hedge fund managers and the CEOs - to free our fantasies from the screens in which such men have imprisoned them, to let our imaginations once again become a material force in human history. — David Graeber

I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn't have to worry about money, to being incredibly rich, when I also didn't "have to worry about money.
I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It's crazy. I made a promise to myself that I'm not going to let this money ruin my life."
Excerpt From: Walter, Isaacson. "Steve Jobs." Simon & Schuster, 2011-10-23T21:00:00+00:00. iBooks. — Walter Isaacson

What Dino spent most of his time doing was hiring and firing new managers. Since he ditched William Tiero three-plus years ago, he just want through these poor guys like you go through a bag of M&M's when you've got your period. Consume, and on the the next. — Deb Caletti

And be it enacted, by the authority aforesaid, that when the said contributors shall have met and chosen their managers and treasurer, and shall have raised by their contributions a capital stock of - - value (the yearly interest of which is to be applied to the accommodating of the sick poor in the said hospital, free of charge for diet, attendance, advice, and medicines), and shall make the same appear to the satisfaction of the speaker of the Assembly for the time being, that then it shall and may be lawful for the said speaker, and he is hereby required, to sign an order on the provincial treasurer for the payment of two thousand pounds, in two yearly payments, to the treasurer of the said hospital, to be applied to the founding, building, and finishing of the same. — Benjamin Franklin

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems. — Awdhesh Singh

lack drama. Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don't have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing — Gerald M. Weinberg

One reason there are so many short-lived management fads is that their prescriptions were derived and advocated in precisely this way. So managers read about a fad and try it, find that it doesn't work, abandon the effort, and move on to the next thing. In reality, it is usually the case that the faddish prescription was indeed sound advice in certain circumstances, but actually was poor advice in other circumstances. — Clayton Christensen

Serving and helping are great things, but we can go too far. Managers should not adopt poor performers. Colleagues should not cover for each other's mistakes. Parents should not enable their children. — John G. Miller

In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting. — Marcus Buckingham