A Quote by Sun Tzu
Generally, management of many is the same as management of few. It is a matter of organization. And to control many is the same as to control few. This is a matter of formations and signals.
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Management of many is the same as management of few. It is a matter of organization.
What a bunch of garbage, liberal, Democratic, conservative, Republican, it's all there to control you, two sides of the same coin! Two management teams, bidding for control of the CEO job of Slavery Incorporated!
No man is greater than his prayer life. The pastor who is not praying is playing; the people who are not praying are straying. We have many organizers, but few agonizers; many players and payers, few pray-ers; many singers, few clingers; lots of pastors, few wrestlers; many fears, few tears; much fashion, little passion; many interferers, few intercessors; many writers, but few fighters. Failing here, we fail everywhere.
If you have to control people, you have to have an administrative force that does it. So in U.S. industry, even more than elsewhere, there's layer after layer of management - a kind of economic waste, but useful for control and domination. And the same is true in universities.
It is not true that Pena is 20 points above me. It's part of the management of the regime. They have control of the media, with few exceptions.
The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers.
Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.
The problem is that too many adults think their kids' lives are simple, or they try to make their lives simple, when their emotional lives are just as complicated as ours. They might have a few less tools to deal with it because they're young, but the emotions are all the same, and the subject matter is all the same.
There have been so many stories out there about me, so many untruths. I've always believed you can only control what you can control. I can control my attitude, my effort, my commitment to West Virginia. I can't control lies.
One of the management imperatives in the '90s is managing diversity. Whatever the organization, when the constituents of that organization look at the board and management staff, they need to find themselves.
I would have never wanted to write another management book. There are so many of them, and everybody says the same thing about them, and they are all the same - they give the exact same advice. It's like a diet book; they all say eat less calories, exercise more, and every single book has the same conclusion.
Life has taught me that you can’t control someone’s loyalty. No matter how good you are to them, doesn’t mean they’ll treat you the same. No matter how much they mean to you, doesn’t mean they’ll value you the same. Sometimes the people you love the most, turn out to be the people you can trust the least.
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.
If cybernetics is the science of control, management is the profession of control.
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.
But the art of management has not changed. The art of it is still 80 to 90 per cent man-management. It is just a matter of getting the best out of what you have got.
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