A Quote by Theo Epstein

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.
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 think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
One way Great Teams can share their visions is by creatively laying out their plans and visions, creating a road map for its members to follow. A Great Team outlines expectations for all members of an organization and for the organization as a whole. This clear-cut set of objectives - a road map - enables the organization to set benchmarks and goals and ultimately to lay the foundation for its own success.
I think one of the things I've learned is that the tone of an organization is set from the top down. And if you have men running an organization that want to honor women, that's a whole different experience than if they don't.
I would argue that the management of creativity requires a skill set that's relatively different from the traditional management skill set that is appropriate to a large, complex, industrial-era organization.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.
An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.
We can not lead an organization, we can run an organization. We can only lead people.
It's important to experience as many parts of an organization as you can - because some day, you may have the chance to lead that organization.
There's a time that may come in an organization where leading by influence is not enough. When things are not going the way they need to go, there's a time when one has to step up... to set the organization back on the right direction.
The study of economic organization commonly proceeds as though market and administrative modes of organization were disjunct. Market organi­zation is the province of economists. Inter­nal organization is the concern of organization theory specialist. And never the twain shall meet.
The Scouts are a private organization and have every right to set their own membership standards.
The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don't improve myself and lift the organization, because that distance is a constant.
Large organization is loose organization. Nay, it would be almost as true to say that organization is always disorganization.
High personal standards aren't enough for organizational excellence. You've got to be intolerant of low standards in others. . . . If you accommodate questionable practices in others who touch your organization, you risk soiling its reputation. Anybody whose hands aren't clean can get the place dirty.
Military organization, like religious organization, can be seen as a paradigm of organization in general.
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