One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.
The most important figures for management of any organization are unknown and unknowable.
Most books on management are written by management consultants, and they study successful companies after they've succeeded, so they only hear winning stories.
Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.
He that would run his company on visible figures alone will in time have neither company nor figures.
It appears that there are enormous differences of opinion as to the probability of a failure with loss of vehicle and of human life. The estimates range from roughly 1 in 100 to 1 in 100,000. The higher figures come from the working engineers, and the very low figures from management.
Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.
Labor should be recognized as entitled to consult with management in the mutual interest. Labor cannot be driven, and business cannot be successful unless the men employed in it are enthusiastic and loyal. That loyalty cannot be obtained with a big stick; it must be based upon fair dealing and sympathy.
Management is always part of the equation of making the company successful, so the quality of management always matters.
When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.
The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
Time management is really personal management, life management. and management of yourself.
I was, as president and chairman of the board, required by law to verify the veracity of the financial figures, the assets under management, the number of outstanding shares, et cetera.
I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
If you are a leader, you should never forget that everyone needs encouragement. And everyone who receives it - young or old, successful or less-than-successful, unknown or famous - is changed by it.
If you look at successful studios, they're the ones with stabilized management.