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Management Quotes

Browse 2545 quotes about Management.

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Management Quotes

“Authors and publishers want fair compensation and a means of protecting content through digital rights management. Vendors and technology companies want new markets for e-book reading devices and other hardware. End-users most of all want a wide range and generous amount of high-quality content for free or at reasonable costs. Like end-users, libraries want quality, quantity, economy, and variety as well as flexible business models.”

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Author:Tom Peters
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“Workers should have a right to sit across from management to collectively bargain about their work conditions, their wages, and the future direction of the company. To me, that's just a humane thing to do. It is unacceptable in the 21st century to have companies not want to do that with their employees and create a great work environment.”

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Author:Nina Turner
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“If the boss is a jerk, get over it. First of all, don't you think there's a good chance that your boss's boss knows what's going on? If so, just keep your head down and do the work. Usually, if you put in maximum effort and produce excellent results, someone in the company is going to take notice. Either you will get promoted or your jerky boss will get the heave-ho. It happens all the time.”

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Author:Suze Orman
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“People ask me, how is managing in the New Economy different from managing in the Old Economy? Actually, it's a lot the same. It's about the financial discipline of the bottom line, understanding your customers, segmenting your customers by their needs, and building a world-class management team.”

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Author:Meg Whitman
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“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”

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Author:Margaret Beckett
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“Environmental policies are not just about good publicity; they are about responding to the moral imperative to address both climate change and resource depletion...A company culture that is based on measuring everything in purely financial terms will be crippled by a high turnover of staff, customers and suppliers”

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Author:Toby Robins
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“When top executives get huge pay hikes at the same time as middle-level and hourly workers lose their jobs and retirement savings, or have to accept negligible pay raises and cuts in health and pension benefits, company morale plummets. I hear it all the time from employees: This company, they say, is being run only for the benefit of the people at the top. So why should we put in extra effort, commit extra hours, take on extra responsibilities? We'll do the minimum, even cut corners. This is often the death knell of a company.”

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Author:Robert Reich
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“It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures.”

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Author:Carlos Slim
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“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.”

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Author:Charles Koch
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“Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.”

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Author:Bill Gates
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“Good people have always been at the heart of the Virgin business, and that's largely because we have tried to keep our business small, and our management teams tight-knit. I feel that small, compact companies, are better run. That is partly because people feel more connected in small companies.”

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Book:Business Stripped Bare: Adventures of a Global Entrepreneur
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“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.”

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Author:Peter Cundill
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“Possibly the biggest issue, however, is that performance appraisals focus managers attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.”

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Author:Jeffrey Pfeffer
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