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Quotation of the day
Friday, 10 October 2008
Daily Quote:
"Life is a state of mind." (Warden, Jack - Life and Living)

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Proverb of the Day
All that glitters is not gold.
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Browse Quotations about Management

A computer will not make a good manager out of a bad manager. It makes a good manager better faster and a bad manager worse faster.
A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong -- that's healthy.
A good manager is a man who isn't worried about his own career but rather the careers of those who work for him. My advice: Don't worry about yourself. Take care of those who work for you and you'll float to greatness on their achievements.
A man is known by the company he organizes.
A man may be a tough, concentrated, successful money-maker and never contribute to his country anything more than a horrible example. A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend, and may leave behind him an exhausted industry and a legacy of industrial hatred. A tough manager may never look outside his own factory walls or be conscious of his partnership in a wider world. I often wonder what strange cud such men sit chewing when their working days are over, and the accumulating riches of the mind have eluded them.
A manager is an assistant to his men.
A memorandum is not written to inform the reader, but to protect the writer.
A president either is constantly on top of events or, if he hesitates, events will soon be on top of him. I never felt that I could let up for a moment.
An executive is someone who talks with visitors so the other employees can get their work done.
An overburdened, over-stretched executive is the best executive, because he or she doesn't have the time to meddle, to deal in trivia, to bother people
Any manager who can't get along with a .400 hitter is crazy.
As a manager the important thing is not what happens when you are there, but what happens when you are not there.
Damn the great executives, the men of measured merriment, damn the men with careful smiles, damn the men that run the shops, oh, damn their measured merriment.
Effective managers live in the present but concentrate on the future.
Every time I appoint someone to a vacant position, I make a hundred unhappy and one ungrateful.
For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.
Good management consists in showing average people how to do the work of superior people.
Good managers have a bias for action.
Hire the best. Pay them fairly. Communicate frequently. Provide challenges and rewards. Believe in them. Get out of their way and they'll knock your socks off.
I head a nation of a million presidents.
I would rather have a first-class manager running a second-rate business than a second-rate manager running a first-rate business.
I've been promoted to middle management. I never thought I'd sink so low.
If each one does their duty as an individual and if each one works in their own proper vocation, it will be right with the whole.
If sufficient number of management layers are superimposed on top of each other, it can be assured that disaster is not left to chance.
If way to the better there be, it exacts a full look at the worst.
If you are the master be sometimes blind, if you are the servant be sometimes deaf.
If you want to give a man credit, put it in writing. If you want to give him hell, do it on the phone.
If you want to manage somebody, manage yourself. Do that well and you'll be ready to stop managing. And start leading.
Incidents should not govern policy; but, policy incidents.
Man is the principal syllable in Management.
Management by objective works -- if you know the objectives. Ninety percent of the time you don't.
Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.
Management is nothing more than motivating other people.
Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.
Management that is destructively critical when mistakes are made kills initiative and it's essential that we have many people with initiative if we're to continue to grow.
Management's job is to see the company not as it is... but as it can become.
Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relationships with their people have been assigned a secondary role. This is too important a subject not to receive first line attention.
Managing is like holding a dove in your hand. Squeeze too hard and you kill it, not hard enough and it flies away.
Not to watch your workmen is to lose your money.
Pay your people the least possible and you'll get from them the same.
Remember that when an employee enters your office, they are in a strange land.
So much of what we call management consists in making it difficult for people to work.
Some great men owe most of their greatness to the ability of detecting in those they destine for their tools the exact quality of strength that matters for their work.
Successful Project Management: PLAN, EXECUTE, EVALUATE Sounds simple, but most projects aren't well planned nor are they evaluated well. The tendency is to jump right into execution and as soon as execution is completed (which usually isn't soon), move on to the next project without evaluating what happen on the present project and what could have been improved. Successful project management requires more front and back end resources (and less middle) than are usually allocated.
Surround yourself with the best people you can find, delegate authority, and don't interfere.
The ability to manage well doesn't make much difference if you're not even in the right jungle.
The difference between management and administration(which is what the bureaucrats used to do exclusively) is the difference between choice and rigidity.
The first myth of management is that it exists. The second myth of management is that success equals skill.
The greatest manager has a knack for making ballplayers think they are better than they think they are.
The manager with the in basket problem does not yet understand that he must discipline himself to take care of activities that fail to excite him.
The one word that makes a good manager -- decisiveness.
The only time some people work like a horse is when the boss rides them.
The productivity of work is not the responsibility of the worker but of the manager.
The Trojans lost the war because they fell for a really dumb trick. hey, there's a gigantic wooden horse outside and all the Greeks have left. Let's bring it inside! Not a formula for long-term survival. Now if they had formed a task force to study the Trojan Horse and report back to a committee, everyone wouldn't have been massacred.. Who says middle management is useless?
There is an enormous number of managers who have retired on the job.
There is no class of people so hard to manage in a state, as those whose intentions are honest, but whose consciences are bewitched.
They that crouch to those who are above them, always trample on those who are below them.
They that govern the most make the least noise.
Things refuse to be mismanaged long.
Those that despise people will never get the best out of others and themselves.
To supervise people, you must either surpass them in their accomplishments or despise them.
We are now in the third stage of the industrial revolution. The first involved machines which extended human muscle; the second used machines to extend the human nervous system (radio, television, telephones); the third is now utilizing machines which extend the human mind-computers. About half of all service workers (43 percent of the labor force by 2000) will be involved in collecting, analyzing, synthesizing, structuring, storing, or retrieving information... By 1995, 80 percent of all management will be knowledge workers.
When a management with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact.
Who can direct when all pretend to know?
You don't manage people; you manage things. You lead people.
You don't need a Harvard MBA to know that the bedroom and the boardroom are just two sides of the same ballgame.

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