Top 1200 Change Management Quotes & Sayings - Page 3

Political change and academic change and intellectual change are obviously crucial, but they don't necessarily change society. They can change a particular class and give everybody in that class great arguments, but that doesn't necessarily translate into the body of the culture.

JPMorgan was already, for the most part. Our businesses at JPMorgan share the same cash-management systems. The commercial bank, the private bank, the retail bank, they all use the branches. The cash-management system moves the money around the world - for global corporations, and for you, the consumer, too.

For real change, we need feminine energy in the management of the world. We need a critical number of women in positions of power, and we need to nurture the feminine energy in men.

If you will change everything will change for you. Don’t wait for things to change. Change doesn’t start out there, change starts within....All change starts with you.

I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.

The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.

Nothing in finance is more fatuous and harmful, in our opinion, than the firmly established attitude of common stock investors regarding questions of corporate management. That attitude is summed up in the phrase: "If you don't like the management, sell your stock." ... The public owners seem to have abdicated all claim to control over the paid superintendents of their property.

Change or be changed, right? And what we mean by that is that climate change, if we don't change course, if we don't change our political and economic system, is going to change everything about our physical world.

I hate management. I hate management. I just do.

Companies, as they grow to become multi-billion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do.

We have been making changes continuously. You cannot expect everything to be perfect the minute it is made. Things change; they are dynamic as you progress. The requirements change. Demands change. So you change with that.

The conventional definition of management is getting work done through people, but real management is developing people through work.

I don't think people change; electronics change, the things we have change, but the way we live doesn't change.

Although he reputedly hated the label of 'guru', Peter Drucker was, by any standards, the greatest management guru the world has yet seen. In 1996, the McKinsey Quarterly journal described him as the 'the one guru to whom other gurus kowtow' and Robert Heller described him as 'the greatest man in the history of management', praise indeed for a man who described himself as 'just an old journalist'.

To help others develop, start with yourself! When the boss acts like a little god and tells everyone else they need to improve, that behavior can be copied at every level of management. Every level then points out how the level below it needs to change. The end result: No one gets much better.

When management owns stock, then rewarding the shareholders becomes a first priority, whereas when management simply collects a paycheck, then increasing salaries becomes a first priority.

All that you touch You Change. All that you Change Changes you. The only lasting truth is Change. God is Change.

If the President says, oh, Washington's got to change, and people are doubting whether my change can really happen, I think instead what the public's begun to see is the change they're seeing is not the change they voted for.

The external reality and inner dynamic of happenings in Northern Ireland between 1968 and 1974 were symptomatic of change, violent change admittedly, but change nevertheless, and for the minority living there, change had been long overdue.

I think stupidity in business is really an interesting thing. What winds up happening is a disconnect between your company's strategic management and then your more applied on-the-street management. I guarantee with you that the board of directors of most companies has no idea what the costs of hiring people really is in the HR department.

Climate change joined immigration, job creation, food safety, pilot training, veterans' care, campaign finance, transportation security, labor law, mine safety, wildfire management, and scores of executive and judicial appointments on the list of matters that the world's greatest deliberative body is incapable of addressing.

Parliamentary democracy is, in truth, little more than a means of securing a periodical change in the management team, which is then allowed to preside over a system that remains in essence intact. If the British people were ever to ask themselves what power they truly enjoyed under our political system they would be amazed to discover how little it is

Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

One thing is to know how to do things and another is to make it simple and accessible to others. This is the challenge for the big players when they go into management. To do that, you have to learn and study very hard. I have read football management books, analysed myself and the way other people learn and understand things.

If I come in, and you're an employer, and I say, 'Well, I was a sniper in the Marine Corps. Do you have any sniper positions open?' 'No.' But if I told you that I was good at communication, good at leadership under stressful environments, team management, personnel management, leadership, being prompt, are stuff that I can bring to the table.

Management is not being brilliant. Management is being conscientious.

When I wrote my first book, Crisis Management: Planning for the Inevitable, it was endorsed by the American Management Association, and consequently was read by America's top corporate leaders, and overnight put me in high demand as a consultant and as a speaker. Also, that book forever changed the way businesses look at and deal with crises by giving a tangible feel to an otherwise intangible subject.

Most financiers, corporate lawyers, lobbyists, and management consultants are competing with other financiers, lawyers, lobbyists, and management consultants in zero-sum games that take money out of one set of pockets and put it into another.

The monetary managers are fond of telling us that they have substituted 'responsible money management' for the gold standard. But there is no historic record of responsible paper money management ... The record taken, as a whole is one of hyperinflation, devaluation and monetary chaos.

If you don't like how something is going for you, change it. If something isn't enough, change it. If something doesn't suit you, change it. If something doesn't please you, change it. You don't ever have to be the same after today. If you don't like your present address change it - you're not a tree!

In investment management today, everybody wants not only to win, but to have a yearly outcome path that never diverges very much from a standard path except on the upside. Well, that is a very artificial, crazy construct. That's the equivalent in investment management to the custom of binding the feet of Chinese women

Two years gives you enough time to grow and to change, and to, you know, change your priorities. Change where you live, change your hair, change what you believe in, change who you hang out with, what’s influencing you, what’s inspiring you. And in the process of all of those changes in the last two years, my music changed.

I realized if you can change a classroom, you can change a community, and if you change enough communities you can change the world.

Most of the time, your risk management works. With a systemic event such as the recent shocks following the collapse of Lehman Brothers, obviously the risk-management system of any one bank appears, after the fact, to be incomplete. We ended up where banks couldn't liquidate their risk, and the system tended to freeze up.

I immediately went out and bought a book on anger management. And now I have that book, and I don't know if I'll get to the book. But I'm certainly excited about the day where I can't find the book, and I get to say, 'Where the hell is my anger management book?!'

Change is the end result of all true learning. Change involves three things: First, a dissatisfaction with self - a felt void or need; second, a decision to change to fill the void or need; and third, a conscious dedication to the process of growth and change - the willful act of making the change, doing something.

It's good to be aware that a certain amount of fear is going to accompany every change in your life - a change for the worse or a change for the better. Knowing this can stop you from moving into fear about Change Itself. If you start fearing change generically you could wind up shrinking from ever making any kind of change at all for the rest of your day - even a change that obviously should be made for your own good.

The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.

Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.

Management and entrepreneurship are only two different dimensions of the same task. An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long.

Invest in low-turnover, passively managed index funds... and stay away from profit-driven investment management organizations... The mutual fund industry is a colossal failure... resulting from its systematic exploitation of individual investors... as funds extract enormous sums from investors in exchange for providing a shocking disservice... Excessive management fees take their toll, and manager profits dominate fiduciary responsibility.

I found marketing to be highly descriptive and prescriptive, without much of a foundation in deep research. I brought in economics, organization theory, mathematics, and social psychology in my first edition of Marketing Management in 1967. Today Marketing Management is in its 15th edition and remains the world's leading textbook on marketing in MBA programs. Subsequently, I wrote two more textbooks, Principles of Marketing and Marketing: an Introduction.

I was neurotic for years. I was anxious and depressed and selfish. Everyone kept telling me to change. I resented them and I agreed with them, and I wanted to change, but simply couldn't, no matter how hard I tried. Then one day someone said to me, Don't change. I love you just as you are. Those words were music to my ears: Don't change, Don't change. Don't change . . . I love you as you are. I relaxed. I came alive. And suddenly I changed!

The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management.

The central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors

You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.

I'm always willing to accept change, just as long as it isn't change for the sake of change. If that change will result in a better way of doing things, then I'm all for it.

I put that in my management's hands and my company's hands. We sit down all together, the family, D-Block, my management and I go build with KOCH, the distributor. You open up your own sites, you get your MySpace, you get your websites and get your little digital team on the side... and that's how you handle that.

I was applying to the art school, but there was a checklist that said I had to do either production design or stage management or acting. I thought, "I don't want to be an actor, but I know production and stage management take acting classes" - this is literally my internal monologue. I was like, "Designers don't have to take acting classes. Cool. I'll check that box".

Economic management involves the operation of economic frameworks in real time - for example, in the private sector, the management of complex financial institutions or, in the public sector, the day-to-day supervision of those institutions.

Time cannot be recycled. When a moment has gone, it is really gone. Wise time management is really wise management of ourselves.

What I find in a creative company is while there is a desire to build a management foundation that can feel clear and consistent, the unique product we're in Illumination Entertainment making doesn't always allow for that. So rather than following management strategy that talks about building your structure and then staffing that structure, I tend to build the structure around the strengths of the individual people we have.

Every so often we hear people clamor for a change. Let's change the Constitution, change the form of Government, change everything for better or worse except to change the only thing that needs changing first: The human heart and our standard of success and human values.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.

If some things aren't going well, do something; never wait for the things to be ok by themselves! Do something; change the direction, change the parameters, change the criteria, change anything you wish to change! To change is to create a new destiny! Remember, you have thousands of different destinies; change is your instrument to switch from one destiny to another! Remember, you have thousands of different destinies!

The smart people who are straight are involved in simply the media management of what has turned into a slow apocalypse, spreading starvation, exacerbated class differences, toxified agriculture, so forth and so on. I don't believe the Establishment thinks there are solutions. Their policy is basically the management of panic, which is hardly a forward moving approach to the adventure of human civilization.

It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures.

Our proposal had more than just money. We would increase their staff and keep their headquarters, their brand and their management in place. We made them a comprehensive offer they couldn't refuse. Shareholders simply receive cash, but with the staff and management, we had to show that we could share the same vision. Employees would probably resent us if money were all [we offered].

You got to have the right lawyer and good management. I went years and years without management and even a good lawyer; I used to handle contracts on my own, and it was definitely corners that they would cut. It wouldn't have happened if I had a good lawyer behind me.

I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do.