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Management Quotes

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Management Quotes

“At Wal-Mart, a co-worker once advised me that, although I had a lot to learn, it was also important not to "know too much," or at least never to reveal one's full abilities to management, because "the more they think you can do, the more they'll use you and abuse you." My mentors in these matters were not lazy; they just understood that there are few or no rewards for heroic performance. The trick lies in figuring out how to budget your energy so there'll be some left over for the next day.”

“On the basis of his work each person is fully entitled to consider himself a part owner of the great workbench at which he is working with everyone else. A way toward that goal could be found by associating labor with the ownership of capital joint ownership of the means of work, sharing by the workers in the management and/or profits of businesses, so-called shareholding by labor, etc.”

“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.”

“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.”

“... until both employers' and workers' groups assume responsibility for chastising their own recalcitrant children, they can vainly bay the moon about "ignorant" and "unfair" public criticism. Moreover, their failure to impose voluntarily upon their own groups codes of decency and honor will result in more and more necessity for government control.”

“The capitalist workplace is one of the most profoundly undemocratic institutions on the face of the Earth. Workers have no say over decisions affecting them. If workers sat on the board of directors of democratically operated self-managed enterprises, they wouldn't vote for the wildly unequal distribution of profits to benefit a few and for cutbacks for the many.”

“The first step toward the management of disease was replacement of demon theories and humours theories by the germ theory. That very step, the beginning of hope, in itself dashed all hopes of magical solutions. It told workers that progress would be made stepwise, at great effort, and that a persistent, unremitting care would have to be paid to a discipline of cleanliness. So it is with software engineering today.”

“The pioneer labor historian John Commons was not wrong when he wrote around World War One that exploiting and deepening such tensions as outpacing scientific management among U.S. innovations where bossing was concerned. Amidst the general miseries of proletarianization, workers also learned that one source of meager benefits and protections could lie in claiming a white skin.”

“I've worked in the factories of this land, and I've thought freely and creatively. And I think that that has greatly enriched my capacity to abstract intellectually. The experience of being with workers, my encounters with management and my recognition of its foibles, my personal encounters with American industrial efficiency, my military experience - all of these things packaged together have greatly enriched my reading and my understanding, and I've written with what I hope is a reasonable fluency of style that is much more expressive than the academic stuff.”

“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.”

“Sometimes human beings are very much like bees. Bees are fiercely protective of their hive, provided you are outside it. Once you’re in, the workers sort of assume that it must have been cleared by management and take no notice; various freeloading insects have evolved a mellifluous existence because of this very fact. Humans act the same way.”

“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.”

“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.”

“Interruptions: The average worker gets interrupted five times each hour. It takes an average of 5 minutes to handle each interruption and 1 minute to get back to what you were doing. This adds up to 30 minutes each hour or 50% of your time!! You've got to think about "big things" while you're doing small things, so that all the small things go in the right direction.”

“The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.”

“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.”

“Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.”

“To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.”