What Is Management Quotes & Sayings

As a manager the important thing is not what happens when you are there, but what happens when you are not there — Ken Blanchard

The smart people who are straight are involved in simply the media management of what has turned into a slow apocalypse, spreading starvation, exacerbated class differences, toxified agriculture, so forth and so on. I don't believe the Establishment thinks there are solutions. Their policy is basically the management of panic, which is hardly a forward moving approach to the adventure of human civilization. — Terence McKenna

I have a plan, and I'm following it. I can focus on doing what is within my control, and I don't need to be afraid of the results. — Elizabeth Grace Saunders

The existential attitude is one of involvement in contrast to a merely theoretical or detached attitude. "Existential" in this sense can be defined as participating in a situation, especially a cognitive situation, with the whole of one's existence ... There are realms of reality or - more exactly - of abstraction from reality in which the most complete detachment is the adequate cognitive approach. Everything which can be expressed in terms of quantitative measurement has this character. But it is most inadequate to apply the same approach to reality in its infinite concreteness. A self which has become a matter of calculation and management has ceased to be a self. It has become a thing. You must participate in a self in order to know what it is. But by participating you change it. In all existential knowledge both subject and object are transformed by the very act of knowing. — Paul Tillich

What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense - none of which can be taught in a classroom ... Human experience shows that people, not organizations or management systems, get things done. — Hyman G. Rickover

the girls on the track team do their thang, when I spot ass. See, when ya boy spots ass, I be on it. I leave Dre and Twan, my teammates, and head over to see what the face looks like that's connected to this ass. Oh yea, I'm Rashard Peterson, number 06, quarterback for UMA. This is my last year and I'll have my Bachelors in Business Management. I do my thang with Twan and Dre in these streets too. If you want some weed, I got you, but that's pretty much all I'll touch. I never keep enough on me to get a charge. The most I'll have on me is a blunt and shit, that's for recreational use. Ya boy ain't dumb by a long shot. That's why I got this degree in the works, so I can open up different businesses. Anyway, if you want pills then holla at Twan; my boy got opioids, tabs, Xanax — Linette King

I will not tire of declaring that if we really want an effective end to violence we must remove the violence that lies at the root of all violence: structural violence, social injustice, exclusion of citizens from the management of the country, repression. All this is what constitutes the primal cause, from which the rest flows naturally. — Oscar Romero

Leaving wasn't a personal thing where I intentionally wanted to stick it to management or anyone. This is business. I felt I should have been rewarded for helping the Indians turn around a half century of losing. It was a shame they decided to treat me that way, after all I did for them. I helped this team go from one-hundred six losses to basically one-hundred six wins and into the World Series. And what do I get for it? Nothing. — Albert Belle

We believe this approach (progress sharing) is a rational approach because you cooperate in creating the abundance that makes the progress possible, and then you share that progress after the fact, and not before the fact. Profit sharing would resolve the conflict between management apprehensions and worker expectations on the basis of solid economic facts as they materialize rather than on the basis of speculation as to what the future might hold. — Walter Reuther

But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit. — Thomas Frank

If you really want the key to success, start by doing the opposite of what everyone else is doing. — Brad Szollose

When the writing is really working, I think there is something like dreaming going on. I don't know how to draw the line between the conscious management of what you're doing and this state ... I would say that it's related to daydreaming. When I feel really engaged with a passage, I become so lost in it that I'm unaware of my real surroundings, totally involved in the pictures and sounds that that passage evokes. — John Hersey

If there is any one proof of a man's incompetence, it is the stagnant mentality of a worker who, doing some small routine job in a vast undertaking, does not care to look beyond the lever of a machine, does not choose to know how the machine got there or what makes his job possible, and proclaims that the management of the undertaking is parasitical and unnecessary. — Ayn Rand

With a full century of contrary proof in our possession and despite our demonstrated capacity for cooperative teamwork, some among us seem to accept the shibboleth of an unbridgeable gap between those who hire and those who are employed. We miserably fail to challenge the lie that what is good for management is necessarily bad for labor; that for one side to profit, the other must be depressed. Such distorted doctrine is false and foreign to the American scene where common ideals and purpose permit us a common approach toward the common good. — Dwight D. Eisenhower

I don't have custody. Wayne is just - We're on good terms about our son. It's not an issue." "Got a number where we can reach him?" "Yes, but he's on a plane right now. He visited for the Fourth. He's headed back this evening." "You sure about that? How do you know he boarded the plane?" "I'm sure he had nothing to do with this, if that's what you're asking. We're not fighting over our son. My ex is the most harmless and easygoing man you've ever met." "Oh, I don't know. I've met some pretty easygoing fellas. I know a guy up in Maine who leads a Buddhist-themed therapy group, teaches people about managing their temper and addictions through Transcendental Meditation. The only time this guy ever lost his composure was the day his wife served him with a restraining order. First he lost his Zen, then he lost two bullets in the back of her head. But that Buddhist-themed therapy group he runs sure is popular on his cell block in Shawshank. Lotta guys with anger-management issues in there. — Joe Hill

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading. — Peter Mallouk

We are all great landed proprietors, if we only knew it. What we lack is not land, but the power to enjoy it. Moreover, this great inheritance has the additional advantage that it entails no labor, requires no management. The landlord has the trouble, but the landscape belongs to everyone who has eyes to see it. — John Lubbock

Out of this unstable mix of technocracy and national security you have a nostalgia developing for colonialism or religion - atavistic in my opinion, but some people want them back. Sadat is the great example of that: he threw out the Russians, as well as everything else that represented Abdel Nasser, ascendant nationalism, and so forth - and said, "Let the Americans come." Then you have a new period of what in Arabic is called an infitah - in other words, an opening of the country to a new imperialism: technocratic management, not production but services - tourism, hotels, banking, etc. That's where we are right now. — Edward W. Said

Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information. — Clayton Christensen

A simple rule applies: if you don't quickly comprehend what a company is doing, then management probably doesn't either. — Seth Klarman

When you touch, don't take. Touch the people you manage only when you are giving them something - reassurance, support, encouragement, whatever. Manipulation is getting people to do something they are either not aware of or don't agree to. That is why it is so important to let each person know up front what you are doing and why. — Kenneth H. Blanchard

There is a remarkably distinctive smell emitted by fearful bureaucrats. It is acrid, rank, and seems to cling to the clothing and the hair. Acting like a pheromone, it drives senior management to form small defensive herds from which to scream homicidally at middle management that they must not tell junior staff who can fix the problem what is going on because everything, including what has just been reported on the radio, is secret. — Peter Macinnis

To know what to do with time is to convert a day — Sunday Adelaja

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

Measure what is important, don't make important what you can measure — Robert McNamara

When we think we can manage our time, our circumstances, and our relationships without His help and inspiration, we know what unmanageability is. — Toni Sorenson

There's a saying that goes something like: 'We are all one drink or pill away from addiction,' and I know this is meant to destigmatize what addicts go through, but I feel like I've been seeing variations on this 'common knowledge' more and more lately being used (on social media) as a cudgel to remind patients to not overdo it," Anna says, speaking to the dual-edged sword of awareness. A motto designed to humanize the experience of addiction has been turned into a weapon that targets people who rely on opioids for pain management, and that translates to real-world stigma. — S. E. Smith

I was never jailed. The fact is that I was arrested, but I went into a diversion programme, and by that time I'd already begun working in what was called anger management. It was a painful and awful moment. — David Soul

Those who see what's obvious aren't necessarily brighter than others. They're just more likely to observe that the emperor is naked. Like children, they see what's actually there. Their perceptions are less clouded by belief systems, taboos, habits of thought. One responsibility of management
an important one
is to call attention to the invisible obvious, pointing it out as a child does (sometimes to the embarrassment of adults). Doing so also requires supporting employees who take that risk, too, and other risks as well. — Richard Farson

The difference between management and administration (which is what bureaucrats used to do exclusively) is the difference between choice and rigidity. — Robert Heller

For inspiration, I would turn again and again to Lieutenant Jason "Jay" Redman, a Navy SEAL who had been shot seven times and had undergone nearly two dozen surgeries. He had placed a hand-drawn sign on the door to his room at Bethesda Naval Hospital. It read: ATTENTION. To all who enter here. If you are coming into this room with sorrow or to feel sorry for my wounds, go elsewhere. The wounds I received I got in a job I love, doing it for people I love, supporting the freedom of a country I deeply love. I am incredibly tough and will make a full recovery. What is full? That is the absolute utmost physically my body has the ability to recover. Then I will push that about 20% further through sheer mental tenacity. This room you are about to enter is a room of fun, optimism, and intense rapid regrowth. If you are not prepared for that, go elsewhere. From: The Management. — Robert M. Gates

Friends (at least good ones) like one another, enjoy one another's company, and maintain mutual goodwill. They help one another in times of need, listen to one another's problems, make sacrifices, and provide emotional support when necessary. They share confidences and can be trusted not to divulge important secrets. Their relationship is personal and private, and it does not answer to a higher authority. They engage in constructive conflict management, and they try to resolve differences among themselves. Friends should not go to court to resolve a dispute. Ideally, friends do not care what they get out of the relationship but value the friendship for its own sake. They are honest with one another, feel free to express themselves to one another, but do not pass judgment. Finally, unlike partners in kin or work relations, one can choose one's friends. — Daniel J. Hruschka

I think that intelligent forecasting (company revenues, earnings, etc.) should not seek to predict what will in fact happen in the future. Its purpose ought to be to illuminate the road, to point out obstacles and potential pitfalls and so assist management to tailor events and to bend them in a desired direction. Forecasting should be used as a device to put both problems and opportunities into perspective. It is a management tool, but it can never be a substitute for strategy, nor should it ever be used as the primary basis for portfolio investment decisions. — Peter Cundill

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives. — Peter Drucker

The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual. — Peter Drucker

Industrial production, the flow of resources in the economy, the exertion of military effort in a war, the management of finances
all require the coordination of interrelated activities. What these complex undertakings share in common is the task of constructing a statement of actions to be performed, their timing and quantity (called a program or schedule), that, if implemented, would move the system from a given initial status as much as possible towards some defined goal — George Dantzig

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck

Intelligent transportation technology is key to better parking management. The adage that "You can't manage what you can't measure" fits parking perfectly. — Donald Shoup

The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner. — Jon Evans

Literature sort of makes your daily operation, your daily conduct, the management of your affairs in the society a bit more complex. And it puts what you do in perspective, and people don't like to see themselves or their activities in perspective. They don't feel quite comfortable with that. Nobody wants to acknowledge the insignificance of his life, and that is very often the net result of reading a poem. — Joseph Brodsky

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

Many people have been protesting against what they describe as censorship on Goodreads. I disgree. In fact, I would like to say that I welcome the efforts that Goodreads management is making to improve the deplorably low quality of reviewing on this site.
Please, though, just give me clearer guidelines. I want to know how to use my writing to optimize Amazon sales, especially those of sensitive self-published authors. This is a matter of vital importance to me, and outweighs any possible considerations of making my reviews interesting, truthful, creative or entertaining. — Manny Rayner

Management does not know what a system is. — W. Edwards Deming

one of my core management beliefs: If you don't try to uncover what is unseen and understand its nature, you will be ill prepared to lead. — Ed Catmull

I looked for certain attributes in a soldier. I know the modern method is to put the attributes into a computer and see what comes out. But as far as I am concerned, the computer is the worst damn instrument devised by man to screw up man-management. — Christopher Vokes

The trendy management fads concentrate on antecedents, .. but the only thing that makes what you do (before a behavior) effective is its consistent pairing with a consequence. Antecedents get us going. Consequences keep us going. — Aubrey Daniels

What I like about all these giant superhero movies is that they speak to the issues that I'm dealing with - working mother and time management and how to be an interesting, sexual, curious woman in your 40s. — Amy Poehler

But what is the theological cost of viewing ministry as management and pastors as professional organizers, albeit in charge of spiritual organizations? What is lost in the switch is the biblical vision of the pastor as a shepherd of a flock of souls. Such — Iain M. Duguid

It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior. — Peter Drucker

You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is. — Jack Welch

Three. Two. One. One. Two. Three. What the heck is bothering me? — Tripp Whetsell

And here's what management is: motivating people and putting them in places where they can succeed. — Donny Deutsch

Everything God has given to us is "for rent." We can only manage what we have but the right of ownership belongs to God. — Sunday Adelaja

Product management really is the fusion between technology, what engineers do - and the business side. — Marissa Mayer

Your reputation is what others think of you; your character is what you truly are. Reputations can be manipulated; character can only be developed and maintained. — Bohdi Sanders

There are some designers who flash and burn - Courreges is an example of that. But he still marked fashion history. And I don't think that longevity is always a badge of honor. Modern brand management means that we are always celebrating birthdays, when what is exciting about fashion is innovation, not repetition. — Suzy Menkes

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

Since 1946, the Cubs have had two problems: They put too few runs on the scoreboard and the other guys put too many. So what is the new management improving? The scoreboard. — George Will

Balance is so important. We all have to cut up our clock to find out what works for you. If you're ineffective, you're using bad clock management, and you have to adjust. Using a basketball reference, the team who wins is the team that can make adjustments in real time. — Kim Fields

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

In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers.". "This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?" Wolff attributed it to Jobs's mesmerizing effect as "the last charismatic individual." Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn't have to. "The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial. — Walter Isaacson

Today nothing is more modern than the onslaught against the political. American financiers, industrial technicians, Marxist socialists, and anarchic-syndicalist revolutionaries unite in demanding that the biased rule of politics over unbiased economic management be done away with. There must no longer be political problems, only organizational-technical and economic-sociological tasks. The kind of economic-technical thinking that prevails today is no longer capable of perceiving a political idea. The modern state seems to have actually become what Max Weber envisioned: a huge industrial plant. — Carl Schmitt

The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management. — Irwin Redlener

don't ever allocate necessary time for unnecessary things. Understand what time it is to do what it is — Ernest Agyemang Yeboah

Producing what is required for the time, without damaging our inbuilt features is an art — Rajasaraswathii

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

Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers' performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. — Mark Fisher

What this implies at a deeper level is that many of what are now widely accepted principles of good management are, in fact, only situationally appropriate. There are times at which it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets. — Clayton M Christensen

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide. — W. Edwards Deming

We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun — Peter Senge

A ship, like a human being, moves best when it is slightly athwart the wind, when it has to keep its sails tight and attend its course. Ships, like men, do poorly when the wind is directly behind, pushing them sloppily on their way so that no care is required in steering or in the management of sails; the wind seems favorable, for it blows in the direction one is heading, but actually it is destructive because it induces a relaxation in tension and skill. What is needed is a wind slightly opposed to the ship, for then tension can be maintained, and juices can flow and ideas can germinate, for ships, like men, respond to challenge. — James A. Michener

People are more motivated and confident when they believe they have more control over their environment. "People with low-power mindsets do less than they otherwise could," said one motivation researcher (Rigoglioso, 2008). Inviting students to have a voice in classroom decisions - where they sit, what day a test takes place, in what order units are studied, or even where a plant should be placed in the classroom - can help them develop that greater sense of control. An added benefit to this strategy could be fewer discipline issues. William Glasser suggests that power is a key need of students, and that 95% of classroom management problems happen because students are trying to fulfill that need (Ryan & Cooper, 2008, p. 85). — Larry Ferlazzo

Simply put, this is one insight we heard echoed by tens of thousands of great managers:
People don't change that much.
Don't waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough. — Marcus Buckingham

It is unwise to waste in thought what could be earned and secured in action. — A.J. Darkholme

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

But a sweater? I mean,that is so unromantic.It is the kind of thing I would get my dad - if he wasn't so in need of anger-management manuals,which is what I got for him for Christmas. — Meg Cabot

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

Management is like making love. There's heat from both sides. You have an instinct to get there. You have no idea what you're really in for, but you do it anyway. — Bernie Brillstein

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

Valuation depends on several factors. From an investor angle, they look at leadership position, management, and what the company's offerings are. I think these three things got 5/5 for a company like Flipkart, and that is what is driving valuations and growth. — Sachin Bansal

Culture is what happens when the managers are not around. — Pearl Zhu

Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts! — Denise Moreland

It is time to recognize conventional MBA programs for what they are - or else to close them down. They are specialized training in the functions of business, not general educating in the practice of management. — Henry Mintzberg

Now put down only what you actually had to do in the event." "What I had to do?" "Right. Because there are no such things as shoulds and woulds in the universe." "There aren't?" I'm starting to suspect Keith a bit. For someone in Anxiety Management, he's giving me an exercise that is fairly confusing and anxiety-provoking. "No," he says. "There are only things that could have turned out differently. You don't have any shoulds or woulds in your life, see? You only have things that could have gone a different way." "Ah." "You never know what truly would have happened if you had done your shoulds and woulds. Your life might have turned out worse, isn't that possible?" "I don't see how it's really possible, seeing as I'm on the phone with you. — Ned Vizzini

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

The one thing I will say is management is management. Culture is culture. You have to have a formula for those things. You have to believe in what you do and how you do it, but then you go to different environments and you have to be willing to adapt. You have to be willing to tweak things based on where you are. — Pete Lembo

Nobody is ever ready for the top job, despite what they may say. As long as there is at least one management layer above you, you are shielded. The management takes the final decisions and carries the ultimate responsibility for those decisions. Once you are at the top, reality hits and you feel the umbilical cord being cut. Now the buck stops with you. I — S. Ramadorai

What's Management up to?" I whispered to Bennett.
"My guess is a new acronym," he whispered. "Departmental Unification Management Business." He wrote down the ltters on his legal pad. "D.U.M.B. — Connie Willis

Our modern day, hyper-rat-race culture often leads us to mistakenly confuse
'busy' for 'success'. The truth of the matter is that if you're constantly having to tell people how busy you are and how overwhelmed with work or stressed you are, what you're really telling them is that you can't cope with what's on your plate. You're 'failing'. — Oli Anderson

In the UK what we've found is that even businesses which prided themselves already on their efficient management find that a really beady-eyed scrutiny of their resource management, with an eye to environmental best-practice and long term sustainability, produce fresh efficiency and fresh savings that actually shock those in the company — Margaret Beckett

The genuflection toward 'fairness' is a familiar newsroom piety, in practice the excuse for a good deal of autopilot reporting and lazy thinking but in theory a benign ideal. In Washington, however, a community in which the management of news has become the single overriding preoccupation of the core industry, what 'fairness' has often come to mean is a scrupulous passivity, an agreement to cover the story not as it is occurring but as it is presented, which is to say as it is manufactured. — Joan Didion

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

Stress itself is not what's toxic. It's our relationship to it that's the hazard. — Lisa Cypers Kamen

Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together. — Clayton Christensen

It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required. — W. Edwards Deming

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers. — Ludwig Von Mises

I get typecast as doctors, principals, middle-management-type guys - which, when you look at me, you realize is completely against my physical characteristics. I should be an action hero. So I don't understand what's going on. — Brian Huskey

graduates of elite American universities who had little sense of what they wanted to do with their lives. Some of them decided to get a job working for a Wall Street investment bank or management consultancy. If you don't know what your passion is or what you really want to do, they said, then "you might as well go to Wall Street and make a lot of money if you can't think of anything better to do."36 And I have heard similar comments from young graduates of selective colleges and universities. Nobody has ever taught them that what you do influences the kind of person you will become. — Leonard Sax

One of the functions of leadership is to lead, and weak managers may simply check and check and check with others because they are not capable of leading when it is required of them to lead. Benedict says that in matters of importance the abbot or prioress is to ask everyone in the community, 'starting with the youngest,' and then the abbot or prioress is to 'do what seems best. — Joan D. Chittister

And they stuck to their guns and fought for Sean Connery, and they were right to fight for Sean Connery. If it wasn't for Sean Connery, we wouldn't all be here. I was raised to fight for what I believed in, so I wasn't going to give up. I wanted Daniel Craig, and Michael wanted Daniel Craig, so we just stuck to our guns. Fortunately, we had the right management who really stuck with us. Thanks to that, we got our choice. He's been an extraordinary Bond, and he is very much the right Bond for the 21st century. — Barbara Broccoli