A Quote by Azim Premji

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other. — © Azim Premji
Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.
We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.
Jobless workers, especially those out of work for months and years, don't have the skills to multitask in a fast-paced economy where medical workers need to know electronic record-keeping, machinists need computer skills, and marketing managers can no longer delegate software duties.
Consider the many financial industry executives who walked away with many millions as their organizations failed - I think the expression is "failing upward." People also need to understand that their "technical" job performance is correlated with their career success, but again, many other factors such as educational credentials, length of service, and yes, political skills, also contribute to success. So people need to understand business and technical issues but they also need to master organizational dynamics.
Our policy is European and Euro-Atlantic integration. There is no substitute for NATO.
Latin America is convinced that, starting with South America, our way forward is to consolidate the process of integration: not theoretical integration - the integration of speeches - but physical integration, with infrastructure, with roads, with railways, with communications, with energy.
[Corporate programming] is often done to the point where the individual is completely submerged in corporate "culture" with no outlet for unique talents and skills. Corporate practices can be directly hostile to individuals with exceptional skills and initiative in technical matters. I consider such management of technical people cruel and wasteful.
Look, you need technical skills to run a company.
You must show respect and compassion towards the other musicians, and at the same time try to guide things along. I think this is most important. Obviously, you need the capacity and the skills, but technical skill alone is not enough.
The thing about Parsons compared to the other schools is that it really teaches you how to be a designer, whereas some of the other schools teach you to sketch or teach you the technical skills. But the curriculum at Parsons when I was there was how do you put a collection together, as well as all the technical stuff. It's the best training.
The pressure on young chefs today is far greater than ever before in terms of social skills, marketing skills, cooking skills, personality and, more importantly, delivering on the plate. So you need to be strong. Physically fit. So my chefs get weighed every time they come into the kitchen.
We need to reduce military budgets; raise living standards; engender respect for learning; support science, scholarship, invention, and industry; promote free inquiry; reduce domestic coercion; involve the workers more in managerial decisions; and promote genuine respect and understanding derived from an acknowledgement of our common humanity and our common jeopardy.
We cannot keep gapping units where we need a good strong NCO or staff NCO and he's not there. They've got to have the right technical, the right leadership qualifications for the billet.
To operate a company of the size of Sears Holdings or Wal-Mart or Target or Home Depot or Lowes, you need a combination of skills, and each of those skills needs to be sufficiently strong.
To operate a company of the size of Sears Holdings or Wal-Mart or Target or Home Depot or Lowe's, you need a combination of skills, and each of those skills needs to be sufficiently strong.
A lot of directors in television have come up through the technical ranks. They have all the technical skills in the world. They're not all that familiar with actors.
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