A Quote by Bill Atkinson

You could summarize everything I did at Apple was making tools to empower creative people. 'QuickDraw' empowered all these other programmers to now be able to sling stuff on the screen. The 'Window Manager,' 'Event Manager,' and 'Menu Manager.' Those are things that I worked on that were empowering other people.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way.
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
My role as Manchester City manager was different to being manager of clubs in other countries. You share responsibility more in other European countries. You have the last word, though, in who to buy and who plays and things like that.
It really doesn’t matter how the manager is. If you make a mistake and the manager is calm, you still feel terrible for making that mistake. It helps to have a manager who can be cool but as an individual you tend to be in control of your own emotions.
Baseball is a simple game. If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It's never the other way. Managing is not running, hitting, or stealing. Managing is getting your players to put out one hundred percent year after year. A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. Talent is one thing. Being able to go from spring to October is another. You just got caught in a position where you have no position.
I worked with many great assistants to Sir Alex Ferguson over the years. Yet sometimes a manager's second-in-command is more suited to that role than any other. You confide in them - you tell them things that you would not tell the manager - and they are that bridge between the boss and the players.
You can have Guardiola as a manager, you can have Koeman as a manager, anybody as a manager, but the players inside the white lines win the game.
I've been a DJ, janitor, ditch digger, waitress, computer instructor, programmer, mechanic, web developer, clerk, manager, marketing director, tour guide and dorm manager, among other things.
The reason I became a manager was to have full control over training. If you are a coach, you are bound by what the manager wants you to coach. The other reason is that I just like the company of football people.
I am a Tambrahm born and brought up in Jamshedpur 20 years of my life, as my father worked for the Tatas there. My mother was a chief manager in the Bank of India and the only lady manager in Bihar in those times.
Whenever people say things about me, it always comes back to Liverpool - but I cannot just become 'the former manager.' I am a professional football manager.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.
My dad was always my manager as far as I was concerned, even when I had another manager. At times he let me go with someone else who he thought could take me to another level when he couldn't, and he was right. But they were in it for another reason. He was in it because he wanted to see me succeed no matter what, and he made decisions based on being a dad as opposed to a manager.
When everything goes well, they say good things about the manager and when something is wrong it is normal as well the manager gets pressure.
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