Top 1200 Top Management Quotes & Sayings

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

Management, whether you're managing in the lower division or you're right at the top, is about getting the best out of what you've got.

I think that the best training a top manager can be engaged in is management by example.

Never inject a man into the top, if it can be avoided. In a big organization, to have to do that, I think, is a reflection on management, Of course there are always exceptional cases.

. . . top management should spend 40 to 50 percent of its time educating and motivating its people . . .

It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.

In the modern era, with the rewards the top players have during their career and the risks involved moving into management, more will look at it and say they don't need it.

I am fortunate to be on board with one of India's top sports management group.

One cannot expect to coast along and rise automatically to the top, no matter what friends you may have in the company. There may have been a time when, in large corporations, a person could rise simply because he had a stock interest or because he had friends in top management. That's not true today. Success in business requires training and discipline and hard work. But if you're not frightened by these things, the opportunities are just as great today as they ever were.

Strategic planning for projects management using a project management maturity model

It's natural that you'd have more brains going into money management. There are so many huge incomes in money management and investment banking - it's like ants to sugar. There are huge incentives for a man to take up money management as opposed to, say, physics, and it's a lot easier.

For the players, these top, top, top games or these top, top, top events - like a World Cup or a European Championship - are not common but, of course, something special.

The worker is not the problem. The problem is at the top! Management!

I have accused L.B. Management of failing to report to me, and I've told L.B. Management the money is missing, and it could very well be embezzled.

I'm difficult for management. That's why I have the reputation because nobody challenges management.

Security is always going to be a cat and mouse game because there'll be people out there that are hunting for the zero day award, you have people that don't have configuration management, don't have vulnerability management, don't have patch management.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers - a prize for the best Halloween costume, grades in school, gold stars - and on up through the university. On the job people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.

The resource allocation task of top management has received too much attention when compared to the task of resource leverage.

The essence of investment management is the management of risks, not the management of returns.

I think it's embarrassing for our industry that we have such low diversity across senior-level management at all of the mainstream, top-tier venture capital firms.

Most books on management are written by management consultants, and they study successful companies after they've succeeded, so they only hear winning stories.

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.

We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.

Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.

"Top" management is supposed to be a tree full of owls-hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.

Too often, companies focus on systems and structures that facilitate cultural change at the mid-management level, overlooking problems closer to the top.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

Collective management will build companies - not top-down decision-making.

One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

If a sufficient number of management layers are superimposed on top of each other, it can be assured that disaster is not left to chance.

Unions inherently create an 'us versus them' dynamic that makes winning against a company's management the top goal, not serving customers, innovating, or in the case of education, teaching kids.

Over the long haul, salespeople come and go, but having top-shelf management in place is the ultimate answer.

Our top-down pyramid style of management is a very old concept borrowed from centuries of war and monarchies.

There is no such thing as time management; there is only self-management.

The kind of people I look for to fill top management spots are the eager beavers, the mavericks. These are the guys who try to do more than they're expected to do - they always reach.

The tech industry - and, more specifically, Silicon Valley - continues to stumble forward in earnest about how few women are represented in its top ranks of management and on its boards.

Shamefully we now learn that Saddam's torture chambers reopened under new management, U.S. management.

Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.

Snobbery management is as difficult and necessary as anger management.

I do want to get into the government and work for finance management divisions and policy management, but they are all long-term dreams and I don't know when I'll decide to go for it.

The budget evolved from a management tool into an obstacle to management.

Time management is really personal management, life management. and management of yourself.

I believe in the difference that a man or woman can make at the top of an organisation. Once you have a really good guy in place at the top, the next most important thing is continuity of management as opposed to a revolving door.

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

'What about stress? Are you using your stress-management techniques when things seem to be getting on top of you?' 'Nothing is getting on top of me.' As I said it, a totally inappropriate picture popped into my mind. 'What are you feeling?' Jake's breath warm against my face, my bruised lips tingling from his kisses. 'Tell me what it feels like with me inside you.'

The Philippines ranks among top off-shoring hubs in the world because of cost competitiveness and, more importantly, our highly trainable, English proficient, IT-enabled management and manpower.

Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission.

Reduce the layers of management. They put distance between the top of an organization and the customers.

Management of many is the same as management of few. It is a matter of organization.

The goal for the top American isn't the top twenty - it's top ten, top five, number one in the world.

In reality, that was going to be very messy from an antitrust standpoint and meet a lot of resistance from the top management at Hasbro. That was a whole different story.

A successful team, in sports or business, extends from the top of management down to the guys at the bottom of the roster or organizational chart.

Guilt management can be just as important as time management for mothers.

Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.

I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do.

Specialized management courses are useful but should come well after the complexity of management and business are understood.

The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.

People have described me as a management bishop but I say to my critics, Jesus was a management expert too.