A Quote by Jack McDevitt

When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.
The management teams in these royalty and streaming companies have the highest-quality research and the most visibility into all of the producers. So if you really want to know what's going on in the resource space, you should talk to the management team of a royalty company.
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.
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.
Specialized management courses are useful but should come well after the complexity of management and business are understood.
One thing is to know how to do things and another is to make it simple and accessible to others. This is the challenge for the big players when they go into management. To do that, you have to learn and study very hard. I have read football management books, analysed myself and the way other people learn and understand things.
Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.
The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
Time management is really personal management, life management. and management of yourself.
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.
What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.
Why not stakeholder action? There's no economic principal that says that management should be responsive to shareholders, in fact you can read in texts of business economics that they could just as well have a system in which the management is responsible to stakeholders.
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.
"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.
It's a very difficult business, and I'm very interested in the future of it after I'm gone, and I thought that if I can't produce a strong management team here myself, and I can find better management elsewhere, then I should sell it.
It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
This site uses cookies to ensure you get the best experience. More info...
Got it!