A Quote by W. Edwards Deming

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.
Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning.
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.
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.
In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.
I read one too many books about Joy Division by people who weren't there, and they always seem to dwell on the dark, the intense, the miserable image of Joy Division.
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.
Every team in the NFL is hard, but when we play our own division it's a fight. Our goal is to make it to the playoffs and to do that we have to win games within the division. We match up well against this division, it's just a matter of getting on the field and doing what we know we can do.
The way in which we manage the business of getting and spending is closely tied to our personal philosophy of living. We begin to develop this philosophy long before we have our first dollar to spend; and unless we are thinking people, our attitude toward money management may continue through the years to be tinged with the ignorance and innocence of childhood.
Good people have always been at the heart of the Virgin business, and that's largely because we have tried to keep our business small, and our management teams tight-knit. I feel that small, compact companies, are better run. That is partly because people feel more connected in small companies.
The thing with Joy Division's music is that each member was playing like a separate line. We hardly ever played together; we all played separately. But when you put it together, it was like the ingredients in a cake.
Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.
Eliminate numerical quotas, including Management by Objectives.
Most people have just heard Joy Division on record. And Joy Division on record was completely different than it was live.
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.
As the years progress, TNA knew they had something good with the X-Division, then they started building their tag and heavyweight division, and it became one of many good divisions as opposed to the 'stand out' division.
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