Best 882 quotes in «management quotes» category

The difference between mere management and leadership is communication.

The easiest thing is to react. The second easiest thing is to respond. But the hardest thing is to initiate. – When people ask you to tell them what to do, resist.

The essence of management is to make knowledge productive.

The extraordinary business does not require good management.

The first myth of management is that it exists.

The fundamental work of investment management is filtering. The question is what do you filter.

The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly.

The government can destroy wealth but it cannot create wealth, which is the product of labor and management working with creation.

The history of government management of money has, except for a few short happy periods, been one of incessant fraud and deception.

The great secret of good management is to be more alert to prevent a man's going wrong than eager to punish him for it.

The highest reach of a news-writer is an empty Reasoning on Policy, and vain Conjectures on the public Management.

The job of senior management is to cultivate an environment where store managers can learn from the market and from each other.

The management question, therefore, is not whether to build a pilot system and throw it away. You will do that. Hence plan to throw one away; you will, anyhow.

The Kentucky Fried Chicken corporation made a bobble head of me and sent it to my management. No card, nothing.

The key to management is to get rid of the managers.

The management of fertility is one of the most important functions of adulthood.

The mistakes that people will make are of much less importance than the mistake that management makes if it tells them exactly what to do.

The one thing with stress is, you've got to keep your focus on what you can do, not what happened to you.

The most treasured asset in investment management is a steady hand at the tiller.

Then why flounder around waiting for good business? Get the costs down by better management. Get the prices down to the buying power.

The moment has no time.

The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.

The only thing that matters is the theater!

The person who writes the bank's commercials is not the person who makes the loans.

The perception of duration itself presupposes a duration of perception.

The person they're working with, is going to be the person they'll know more. So if that person leaves, they're going to go - well, should have I left too? What did they get and how does that compare to my deal.

There is no vice or folly that requires so much nicety and skill to manage as vanity; nor any which by ill management makes so contemptible a figure.

The problem that we, as living organisms, face - and not we only, humans, but any living organism faces - is the management of life.

The reaction of weak management to weak operations is often weak accounting.

There are a lot of bands and performers whose careers are permanently derailed by spectacularly bad management.

There are two differing approaches and they have different virtues, the method of talent management and recruitment.

There is just no way any management with any intelligence and foresight cannot recognize the value of a corporate image. It is the best, single marketable investment that a company can make.

There is no such thing as time management; there is only self-management.

There are those who are so scrupulously afraid of doing wrong that they seldom venture to do anything.

There is a difficult transition in management from being the knowledgeable expert and the problem solver to becoming a process architect. The importance of good process in organizations is undervalued and people seldom get credited for putting good processes in place. It makes sense therefore that C-level executives don't want to delegate expertise and problem solving tasks which help them to "shine" and attract widespread recognition.

There is no remedy for the inefficiency of public management.

There's a wonderfully cooperative relationship between management and labor right now. Much like the historic partnership between oranges and a juicer.

There's a tendency in graphics to allow the trimming of certain parts. But I think that if you're open about your process, your methodology, such as introducing thresholds, introducing filters, techniques people use in research and data management, it's legitimate. It's legitimate to say, "We're only going to show data above this level, or between levels.

There's more honor in investment management than in investment banking.

The time draws near, when a radical change must take place for the whole world in the management of diplomacy.

There's something wrong with the system when you've got someone who can provide so much to a company and can be enthusiastic, but isn't management material or whatever. So a lot of that just gets defined as the person who speaks with the loudest voice and gets up there with the most arrogance and overly confident, chest-beating approach. Those are the ones that are going to get the golden ring.

The survival of love depends on the management of change.

The transitional concept of management is reaching the end of the road.

Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose: trust.

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.

The way you think you spend your time and the way you actually spend your time are rarely the same.

The wrong that rouses our angry passions finds only a medium in us; it passes through us like a vibration, and we inflict what we have suffered.

This time, like all times, is a very good one, if we but know what to do with it.

The whole issue of how women's management styles are viewed is an incredibly interesting subject.

Things have to be made to happen in a way you want them to happen. Without management, without the intervention of organized willpower the desired result simply cannot be obtained.