Best 882 quotes in «management quotes» category

In business 'professionalism' is not a tactic but a moral value.

Ineffective leadership, is the plight of followers who anoint power to the autocratic persons who's visions are not founded but are rather arbitrary in their nature.

In high altitude astronomical facilities we routinely discharged large amounts of nitrogen gas into closed spaces. We were never informed by the astronomy management team about the abnormally low oxygen environments that the use of liquid nitrogen creates, how long term exposure to it manifests itself in human health and the resulting abnormal mental behaviors.

In linear times, an organization’s culture is its greatest asset. However, in exponential and disruptive times, some parts of that same culture can become large liabilities, creating persistent resistance to pressing change and renewal.

In life, you get what you believe you deserve.

Innovation can start with wanting what does not yet exist - and finding a solution - or seeing what does not yet exist - and finding an opportunity.

In one study investigating employee experiences with speaking up, 85% of respondents reported at least one occasion when they felt unable to raise a concern with their bosses, even though they believed the issue was important.

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

In sales, every prospect is a potential customer.

In relationships, the cheater is unable to trust anyone, including the cheated.

In order to sell, salespersons have to correctly evaluate and cater to customer choices.

Insight and drive are all the skills you need. Everything else can be hired.

Integrity is the bond of trust.

Intelligent efforts are successful.

In the business always talk to decision makers only, it will save your time and will get you the deal.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

In the business world, there is no gray. Either you are black, or you are white-washed.

In the modern, networked and symbiotic world we live in, people management is less about squeezing performance from the organized few and more about curating contribution from the limitless many.

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

Investor confidence rests on leaders who deliver.

I regard the toxic astronomy management teams that I worked for as a bunch of scallywags.

I started the business with a simple question: How can we make the process of buying a computer better? The answer was: Sell computers directly to the end customer. Eliminate the reseller's markup and pass those savings on to the customer.

It doesn’t matter how smart you are – you can only accomplish finite with two hands and one brain. To scale heights, you need help from others.

Instead of casting aspersions at the process, why don’t you redirect your energy towards something more advantageous, like finally completing the Program!

It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.

It has taken management sciences an incredibly long time to wake up to the fact that for knowledge workers, cognitive engagement is vastly more important than physical presence. And this makes connecting with the ideas hidden within our talent very important, because ideas do what tedious supervision cannot—they raise initiative

It is easy to launch a project if you have no clue about the cost and schedule.

It is far better to have 10,000 Facebook friends who are in the same category or aligned with your values or a common inter- est than 100,000 random robot followers from around the world.

It is not loyalty or internal motivation that drives us programmers forward. We must write our code when the road to our personal success is absolutely clear for us and writing high quality code obviously helps us move forward on this road. To make this happen, the management has to define the rules of the game, also known as "process", and make sure they are strictly enforced, which is much more difficult than "being agile".

It's impossible to change the management system without changing the managers who built it. The management is the product of people who created it.

It's not that these employee-focused initiatives are unimportant. It's just that your immediate manager is more important.

It’s very important to understand why you do the things you do. Your understanding will make you work harder and be passionate, your lack of understanding will make you doubt and to give up on what you are doing.

It doesn't make sense to hire smart people and then tell them what to to , We hire smart people so they can tell us what to do.

It was a mild winter’s evening in ‘Japp’s Saloon and Speakeasy’, in the northwest corner of the only legal red-light area of the city. (The S.O.D.s believed in crime management.) Timaset Skooch leaned back in the aluminum framed chair, checking his cards carefully while wearing his best poker face. Across the table from him sat Jonn Deire, a large man who was trying very hard to out-poker face him and who didn’t enjoy jokes about his name much.

Made up of over 150 million individual freelancers, the human cloud represents a new breed of technology natives who are redefining century old descriptions of both task and technique

It was clear to me that upper management and astronomers were adverse to going to very high altitude observatories.

Make sure a conflict exists before working to resolve it.

Management of your conscious reality is imperative.

Manager! Have brain - use it!

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

Managers receiving hundreds of thousands a year—and setting their compensation for themselves—are not being paid wages, they are appropriating surplus value in the guise of wages.

Managers who insist that employees produce heaps of papers should know that such an approach may result in sloppy implementation.

Longer hours don't equal better results. By getting the right people together, structuring the activities, and eliminating distraction, we've found that it's possible to make rapid progress while working a reasonable schedule.

Managers have a knack of making things messier than they are

Management is proving beyond a shadow of a doubt they don't have enough to do," she murmured back. "So they've invented a new acronym.

Managers are people who know what they want. Leaders are people who get what they want.

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.

Management, a science? Of course not, it's just a waste-paper basket full of recipes which provided the dish of the day during a few years of plenty and economic growth. Now the recipes are inappropriate and the companies which persist in following them will disappear.

Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners- simple things like saying 'please' and 'thank you' and knowing a person’s name or asking after her family enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy – that is, a lack of manners.

Many leadership development strategies fall short because they confuse leader development with leadership development. An easy mistake to make in the short term, yet perniciously lethal in the long term. Leader development is about ensuring a pipeline of leaders with the right skills for the roles they perform. Leadership development on the other hand is about the evolution of an organization’s leadership culture. Investments in leader development result in a skill and knowledge-based culture, while a focus on leadership development results in a future-ready purpose-based culture.