Management Quotes - Page 8

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

Management is, above all, a practice where art, science, and craft meet

Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.

Strategy is not really a solo sport – even if you’re the CEO.

The Four Keys of Great Managers:1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."2. "When setting expectations, they define the right outcomes ... not the right steps."3. "When motivating someone, they focus on strengths ... not on weaknesses."4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

In business 'professionalism' is not a tactic but a moral value.

When you manage people, you must first convince them they need managing. So you create the problems and then let the people cry for solutions.

A team succeeds where an individual fails.

Recognition motivates.

The power of crowd sourcing always remains with the crowd, not the technological implementation.

Dream without fear, love without limits, and let your life sing its song.

Leaders prioritize what they want.

Unfortunately it's also true to say that good management is a bit like oxygen - it's invisible and you don't notice its presence until it's gone, and then you're sorry.

Power is the ability to direct or privent the current or future actions of other groups and individuals.

Corporate planning cycles are a classic example of generals fighting the last war over again instead of preparing for what might lie ahead.

Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.

Never justify someones wrong action, without them apologizing first & admitting their wrongs. If you do. You are not making them better, but you are making them worse on the bad things they do.

Thinking there had to be a better way was a brilliant stroke of serendipity!

We are constantly evolving as we are interacting with the world. Mindfulness and growth mindset drives our evolution faster and on right tracks.

Depending on someone to make for you money is quite like depending on them to make for you a baby: they will own the money just as they will own the baby

Meet your people where they are. They may not be as good as they can be, but they are as good as they believe they can be. They are waiting for you to lead them.

To unleash your full potential recognise and acknowledge the greatness in others.

Self-assurance reassures others and reassures yourself.

It is through aversion to hardship that great ideas are born, but it is only through acceptance of it that these ideas can be implemented

Don't differentiate without a difference.

Cooler heads prevail while things spin completely out of control.

Conflicts need to be resolved at the earliest.

Addressing the interests of the audience, results in effective communication.

Customers loves certainty, make sure you give it to them.

20% of management theories are responsible for 80% of results. That’s assuming the Pareto Principle makes the cut.

A meeting is a collective tacit confession of participants’ unwillingness to work.

The clearer the objective, the better the performance.

Touch paper only once.

Leadership is the influence of a person(s) on another person(s) which guides their efforts in a specific direction, with more purpose, clarity, and unity than they would have held on their own.

Don’t let any situation intimidate you, defeat you, or conquer you. you are stronger and smarter than anything that challenges you.

Sensible motivation is always effective.

When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.

Great leaders inspire greatness in others.

Even a child can offer ideas for improvement.

Let’s form a committee tasked with exploring why committees are so ineffective. Then we’ll stand-back and watch it argue and self-destruct.

Hug your customers but also offer handshake to your competitors.

Focus on how far you have come in liferather than looking at the accomplishments of others.

Quality solves the trade-off between margins and sales.

A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.

The Tone is the Message.

The summit of Mauna Kea was definitely a place where it was better to be a hard to replace skilled engineer than an easy to replace technician. It was my experience that once you had developed Mauna Kea Sickness that the management team would blatantly harass you out of your job using nasty inhumane human resources techniques.

When rate of problems is greater than rate of solutions, only radical changes can make the difference.

From the systems point of view, it is evident that one of the main obstacles to organizational change is the — largely unconscious — embrace by business leaders of the mechanistic approach to management.

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.

The decisions that take you to your highest points in life are the toughest decisions you'd have to make.

Accountants are in the past, managers are in the present, and leaders are in the future.

Any work not executed honestly, fails to fulfill its objective.

Be the best at what you do or the only one doing it.

How one treats another one, determines success.

When the competent men of the system are compelled to quit, the system will soon quit itself.

To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change.

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

Workers can offer guidance for improving the work.

Some leaders lead from the front.

As Waterman has noted: In today’s business environment, more than in any preceding era, the only constant is change. Successful organizations effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, and cultures to survive the shocks and prosper from the forces that decimate the competition.