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Organizational Quotes

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Organizational Quotes

“Each time we go through a major life change (getting married or divorced, moving, having a family, switching careers, starting a new business, going back to school), we experience a breakdown of our organizational systems. It's inevitable-we are dealing with a new set of realities-and it takes time to process the information and to actually see what there is to organize.”

“There are many structural changes, both in organizational practice and social policy, that must also change to enable men and women to have the freedom and support to pursue the lives they want to lead. Fortunately, many more people are today engaged in these efforts than when started working on this issue decades ago.”

“There's real "right brain" creativity that goes into all of the organizational processes that a company utilizes and must continually reinvent in order to conduct its business. But there are also the "left brain" accounting functions that must continually ask how the company is doing financially and whether the creative processes are working for the bottom line.”

“I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.”

“We love to think this fundamentalism and terrorism is all about poverty, and, of course, it has a connection. You can see that these people not only are poor but they have no outlets. These governments allow no opposition. So what do people do? They go to Islam. It's the only organizational institution where they can express their feelings. But it's not about poverty. I've never seen a single demonstration in which the people have come out with signs saying, "Please give us better roads. Please give us new prenatal clinics. Please give us a new sewage system."”

“Ed Lawler and I document that the key to creating good, productive jobs in all industries is to organize work processes and systems in ways that allow employees to contribute significant amounts of "added value" to the products they make and services they provide. When mangers give employees the organizational structure, resources, and authority needed for them to contribute their ideas and efforts, American workers, like those at Harley-Davidson, almost always prove capable of effectively competing against their overseas counterparts.”

“Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.”

“The good things at the U.S. health care system are that we have a well-trained labor force, particularly physicians; I don't think any nation trains doctors better. We have the latest technology, simply because we throw so much money at it. We are really technology-hungry in this country. That's a good thing. Our system more treats patients like customers, which is a good thing; that it's very customer-friendly. And it's very innovative, both in the products we use, in the techniques we use and the organizational structures we use. Those are all very good things, highly competitive.”

“Yes I can list all sorts of organizational forms and cultural issues that can get in the way of our accessing our inner creativity and bringing it out in our world. And we can use all kinds of approaches that can transform the organization. But unless we have developed a sense of our Self (who we are at core, at our highest) and our Work (the purpose of our existence, the gift that we have to give to the world) and use that to deal with the inner obstacle, we can't sustain creativity in the face of the chaos of the world.”

“Peter Drucker being one of the most important influences because he has helped to think differently about organizational leadership and management. Frankly, I learn something of value from everyone I meet. My Harvard colleagues. My students. The executives I work with. For an eager student, which is what I am, there is so much to be learned from everyday experiences. I'm a sponge. Always will be.”

“Sports is a perfect activity in which to see streaks and cycles, organizational and otherwise, in action - and to watch confidence build or erode. There are repeated episodes of performance with similar rules and clear winners or losers. I added team sports to my studies of business because there are excellent parallels to work groups in the performance of sports teams and also excellent parallels to larger, more complex businesses or organizations in the strategy, structure, and culture surrounding any particular team.”

“You frequently hear the phrase "culture eats strategy for lunch!" This is something that they don't teach you in school and few leaders appreciate. Cultural influences come at you from two different directions. There is the organizational culture that you must understand if you are to impact significant strategic initiatives. If the "people" are on board, you can achieve anything. Vice versa if they are not - you will not achieve anything.”

“I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.”

“Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.”

“Companies tend not to recognize that the way global projects have to be organized and run is fundamentally different from how co-located projects are managed. Everything is different in global projects from the need for organizational stability, a shared strategic context driving the project, the building of a competence in dispersed working, greater focus on planning the project to the need for trust between sites. Yet, most firms merely transfer their co-located best practice to a global arena. This will inevitably result in problems, delays and cost overruns.”

“To paraphrase the late management thinker and writer, Peter Drucker, thinking is hard work, which is why so few people (including actually senior managers) do it. Once there is some "conventional," seemingly-reasonable story, people just accept it and don't ask, "is this actually true? Is it consistent with the data?" And this extends to the highest reaches of organizational life.”

“Consider the many financial industry executives who walked away with many millions as their organizations failed - I think the expression is "failing upward." People also need to understand that their "technical" job performance is correlated with their career success, but again, many other factors such as educational credentials, length of service, and yes, political skills, also contribute to success. So people need to understand business and technical issues but they also need to master organizational dynamics.”

“The business schools could do a better job teaching face-to-face management, the actual work of organizing and helping along the efforts of others in the organization. The more quantitative disciplines have gotten more attention, often more research dollars. Areas like organizational science or, even mushier, leadership have had more trouble settling on what it's important to teach, and how. It's rather like strategy itself, which as I argue in the book, has had trouble through most of its history figuring out how to incorporate people, their motivation and ability, into its calculations.”

“Engaging in social business is beneficial to a company because it leverages on business competencies to address social issues, involves one-time investment with sustainable results, and produces other positive effects such as employee motivation and improved organizational culture.”

“[A] process was going on in which people were transformed into things, into pieces of reality which pure science can calculate and technical science can control. … [T]he safety which is guaranteed by well-functioning mechanisms for the technical control of nature, by the refined psychological control of the person, by the rapidly increasing organizational control of society – this safety is bought at a high price: man, for whom all this was invented as a means, becomes a means himself in the service of means.”

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

“Teamwork is the ability to work together toward a common vision.”

“It occurred to me that building a company was the best way to align a group of people towards building something great. And its really... it's a good organizational structure where you can really reward people. If they're building something that's good, you can you work with partners and reward them if the product that you're developing work well. It's a good way to get the best people involved to build something very good.”

“Co-operative enterprises provide the organisational means whereby a significant proportion of humanity is able to take into its own hands the tasks of creating productive employment, overcoming poverty and achieving social integration.”