A Quote by W. Edwards Deming

It's management's job to know. — © W. Edwards Deming
It's management's job to know.
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.
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.
Time management is really personal management, life management. and management of yourself.
If being in a band was my job, then I would quit. This is not a good job. A good job is in financial management.
Management, in the sense of employer, is merely the agent for the public, the stockholders and the employees. It is management's job to preserve the balance fairly between all these interests, that each may have his fair share without imperiling the continuity of the effort upon which the whole depends.
To want a job that exercises a man's capacities in an enterprise useful to society, is utopian anarcho-syndicalism; it is labor invading the domain of management. No labor leader has entertained such a thought in our generation. Management has the "sole prerogative" to determine the products.
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.
Management's job is to know which systems are stable and which are not.
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.
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.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.
If there is any one proof of a man's incompetence, it is the stagnant mentality of a worker who, doing some small routine job in a vast undertaking, does not care to look beyond the lever of a machine, does not choose to know how the machine got there or what makes his job possible, and proclaims that the management of the undertaking is parasitical and unnecessary.
I view it as a real competition. We're in a business where, you know what, there's no babies here. You go out, win the job and take it. I've been told by management, for the most part, that we're going to play the best people. Obviously, you've got to consider stuff like contracts - that's a reality of the game. But still, when it gets down to it, we're going to try and pick the guy that deserves to win the job.
Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
I think that one of the things that we have to recognize is that the longer somebody doesn't have a job, the harder it is to get a new job. You know, the reality is that if you're out of job, and you're looking for a job, then the new employer's going to say, 'Well, why, you know, don't you have a job now? What's wrong with you?'
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