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Organizational Culture Quotes

Browse 107 quotes about Organizational Culture.

Organizational Culture Quotes

“When you’re a manager, you work for your company. When you’re a leader, your company works for you.”

“The first step to solving any problem is to accept one’s own accountability for creating it.”

“Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.”

“What first separates a leader from a normal human being? A leader knows who they are as a human being.”

“When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.”

“The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.”

“It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.”

“A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.”

“A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.”

“The myth of management is that your personal values are irrelevant or inappropriate at work.”

“You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.”

“Try not to take this the wrong way, but your brain is smarter than you are.”

“Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.”

“Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.”

“You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.”

“The economy is in ruins! Bottom line? Good management will defeat a bad economy.”

“Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.”

“There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.”

“Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.”

“What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.”

“Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.”

“The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.”

“Your dreams and the dreams of your company may be different, but they are in no way incompatible.”

“Your company really has to work for you before you’ll really work for your company.”

“Imagine a world where what you say synchs up, not sinks down.”

“Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.”

“Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.”

“The establishment is in crisis. Popular opinion is on our side. But we have to step out of our comfortable clubhouse and into the terrain of politics. The little clubhouse called "activism" is moldy and decaying. We no longer fit inside of its self-defeating walls. We have to walk away from the sideshow if we want to seize the main stage. This is not about "selling out" or "watering down" our politics or becoming "less radical". There is nothing "radical" about an atachment to outsiderness and marginality. And what is more radical than believing that everyday people can come together and organize a collective vehicle powerful enough to remake the world?”

“The entrepreneur’s mind-set is completely different to the employee’s mind-set. The entrepreneur finds it abhorrent to conform to organizational norms, whilst the employee finds joy and stability in all that’s tried and true. It’s not that one’s wrong and the other is right. It’s the mind-set that differentiates the two.”

“Stories are powerful and memorable. That is why I have told so many in this book. But an individual anecdote can only serve as an illustration. To really convince yourself, much less others, we need to change the way we do things: we need data, and lots of it. [...] People become overconfident because they never bother to document their past track record of wrong predictions, and then they make things worse by falling victim to the dreaded confirmation bias - they only look for evidence that confirms their preconceived hypotheses. The only protection against overconfidence is to systematically collect data, especially data that can prove you wrong. [...] "If you don't write it down, it doesn't exist". In addition, most organizations have an urgent need to learn how to learn, and then commit to this learning in order to accumulate knowledge over time. At the very least this means trying new things and keeping track of what happens. Even better would be to run actual experiments. [...] The ideal organizational environment encourages everyone to observe, collect data, and speak up.”

“From the point of view of totalitarian ethics, from the point of view of collective utility, Plato’s theory of justice is perfectly correct. To keep one’s place is a virtue. It is that civil virtue which corresponds exactly to the military virtue of discipline. And this virtue plays exactly that rôle which ‘justice’ plays in Plato’s system of virtues. For the cogs in the great clockwork of the state can show ‘virtue’ in two ways. First, they must be fit for their task, by virtue of their size, shape, strength, etc.; and secondly, they must be fitted each into its right place and must retain that place. The first type of virtues, fitness for a specific task, will lead to a differentiation, in accordance with the specific task of the cog. Certain cogs will be virtuous, i.e. fit, only if they are (‘by their nature’) large; others if they are strong; and others if they are smooth. But the virtue of keeping to one’s place will be common to all of them; and it will at the same time be a virtue of the whole: that of being properly fitted together—of being in harmony. To this universal virtue Plato gives the name ‘justice’. This procedure is perfectly consistent and it is fully justified from the point of view of totalitarian morality. If the individual is nothing but a cog, then ethics is nothing but the study of how to fit him into the whole.”

“Abolishing hierarchies thus means that people would not have set roles or tasks, but rather that these are in line with their skills and the necessary performance at a given time”

“Rather than blaming people for their poor habits, Behavior Analysis focuses on altering the environment to help them succeed.”

“Consistent behavior can be like a turbo boost for your organization, and it won’t cost you anything extra. In contrast, inconsistent behavior can be a major stumbling block if you underestimate its importance in achieving effective execution.”

“Vital Behaviors reflect an organization’s brand, policies, procedures, work processes, terms, and tools.”

“Make sure you consider how performance improvement in one area might have a positive or negative ripple effect on the rest of the organization.”

“Instead of blaming individuals for their poor habits, Behavior Analysis focuses on understanding observable behaviors and how the environment can be adjusted to support desired changes.”

“Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.”