Top 1200 Money Management Quotes & Sayings - Page 4

I turn down invitations to do things for money. I have almost no interest in making money. Actually, I've acquired a fair amount of money that I will never live to spend. So earning money, in a way, depresses me, because I feel it's just piling up.

'Great Expectations' has been described as 'Dickens's harshest indictment of society.' Which it is. After all, it's about money. About not having enough money; about the fever of the getting of money; about having too much money; about the taint of money.

Today many American corporations spend a great deal of money and time trying to increase the originality of their employees, hoping thereby to get a competitive edge in the marketplace. But such programs make no difference unless management also learns to recognize the valuable ideas among the many novel ones, and then finds ways of implementing them.

If you have "needing money" in your vibration, then you will keep attracting needing money. You have to find a way of being happy NOW, feeling good NOW, and being in joy NOW, without the money, because those great feelings are how you will feel with the money. Money doesn't bring happiness - but HAPPINESS BRINGS MONEY.

The way in which we manage the business of getting and spending is closely tied to our personal philosophy of living. We begin to develop this philosophy long before we have our first dollar to spend; and unless we are thinking people, our attitude toward money management may continue through the years to be tinged with the ignorance and innocence of childhood.

This is an extremely foolish and stupid and idiotic kind of attitude - to expect theatres to make money. Do the public schools make money? Do libraries make money? Does the zoo make money? D o the sewers make money? It's a community service.

The TMS is evolving into a logistics platform that can handle all nodes, all geographies and all transportation nodes. It's already talking to other applications in the supply chain, like warehouse management, order management and ERP systems. By adding underlying algorithms, a TMS can now understand the relationship between the cost of inventory and the cost of transportation and come up with an optimal solution to answer those questions.

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.

I believe a great company, whether improving a sector or creating a new one, needs to have an excellent product or service at its core; needs strong management to execute the plan and a good brand to give it the edge over its competitors. Providing quality service, combined with value for money and in an innovative way ensures you offer real value - and finally to be responsible to society and the planet.

I think there are probably too many asset management companies in the world, and I think the place to be is either big or small. The area where it is probably more difficult to be is in the middle ground, where you've got that cost of regulation, you've got the cost of buying your own research, you've got all the costs of running an asset management company without the benefits of a big income producing asset.

Randy Pausch on time management: Here's what I know: Time must be explicitly managed, like money. You can always change your plan, but only if you have one. Ask yourself: Are you spending your time on the right things? Develop a good filing system. Rethink the telephone. Delegate. Take a time out. Time is all you have. And you may find one day that you have less than you think.

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.

It's my guess that something like 5% of GDP goes to money management and itsattendant friction. I define it broadly - annuities, incentive pay, all trading, etc. Nobody else has used figures that high, but that's my guess. Worst of all, the people doing this are among the best and the brightest. Hundreds and thousands of engineers, etc. are going into hedge funds and investment banking. That is not an intelligent allocation of the brainpower of the civilization.

The Bible teaches that we are to love people and use money, but we often get that reversed and you start loving money and using people to get more money. Money is simply a tool to be used for good.

Concentrate on your money. Try to hold your paper. It takes money to make money, so save your money, opportunites come.

God, how impossible life is without money. Nothing can ever overcome it, it's everything when it's anything. How can I write in peace with endless worries of money, money, money? (“Disappearing Act”)

I basically see two reasons for a going public: Glencore gets access to more money. It is a way of funding your business and to finance growth. Plus: You have more liquid shares. It is easier to leave the company and redeem your shares. The 'going public' may also be an exit strategy for the top management.

I've never done anything for money, and that is why I got money. When you do stuff for money, you never get money.

In Denmark we're so privileged. You get money to study, you get money if you're sick and you get money if your hand hurts. It's hard to be critical of people who are sick getting money, but in Denmark everyone gets money thrown at them and it makes them lazy.

Character is money; and according as the man earns or spends the money, money in turn becomes character. As money is the most evident power in the world's uses, so the use that he makes of money is often all that the world knows about a man.

There is no better way to earn money than to do the things that you love to do. Money can flow into your experience through endless avenues. It is not the choice of the craft that limits the money that flows - but only your attitude toward money.

I started out from a pretty modest background, so I always had a pretty good sense of money. I always had to work for my money, save my own money, I always bought my own stuff with my money... trying not to waste money unnecessarily.

I don't save money. Save is a four letter word! I like to borrow money because I can get richer faster on borrowed money. I have what is called retained earnings, so I don't have to save money. If I need money, I will go out and borrow it.

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.

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.

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.

I like money. You like money. We need the money. But, money is not going to bring humanity and spiritualism into your life.

I'm tired of hearing about money, money, money, money, money.

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.

I've always treated money with respect, but I don't really think about money - I try to avoid it, because I don't like what money does to people. I find if you get too much money involved, people get corrupted.

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".

The start-up life kept me busy and surfaced the problem of not being able to stay on top of my personal finances, which led me to invent Mint.com. I was working 80-hour weeks, and had done enough preliminary work and research to know I had a big idea: To make money management effortless and automated.

Life management begins with mind management. The quality of your life is influenced by the quality of your thoughts. Your thoughts do form your world. Scarce thoughts create a life of scarcity. Thoughts of abundance lead to abundant circumstances.

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.

Being first is more important to me [than earning money]. I have so much money. Whatever money is, it's just a method of keeping score now. I mean, I certainly don't need more money.

I'm a prize fighter. Titles don't pay bills. I fight for money. I'm making money. They're making money. Everybody's making money. That's what this is all about.

The President sends us a billion-page paper that shows how he would spend the money if he were spending the money. He doesn't have the authority to spend the money. He doesn't spend $1 of the money.

The directors of such companies, however, being the managers rather of other people's money than of their own, it cannot well be expected, that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own.... Negligence and profusion, therefore, must always prevail, more or less, in the management of the affairs of such a company.

Great Expectations [book by Charles Dickens] has been described as "Dickens's harshest indictment of society." Which it is. After all, it's about money. About not having enough money; about the fever of the getting of money; about having too much money; about the taint of money.

Money nowadays is money; money brings office; money gains friends; everywhere the poor man is down. [Lat., In pretio pretium nunc est; dat census honores, Census amicitias; pauper ubique jacet.]

I never cared about money because I never needed money, you know what I mean? When I was 12 to 17 I never saw any of the money, so the money never motivated me.

Benjamin Franklin and the whole idea of a new attitude to money: "Time is money." He invented that idea. Before that, time wasn't money in the same way; in the medieval age it was regarded as sinful for money to be the object of your life.

Cursed be he above all others Who's enslaved by love of money. Money takes the place of brothers, Money takes the place of parents, Money brings us war and slaughter.

I've worked since it was basically legal to work. I was a waitress on and off for eight years. I worked at Sears; I worked at Abercrombie folding clothes. My dad really instilled good money management habits, and I've saved 10 percent of my paycheck, every paycheck, since I was 15.

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.

We [at Soros Fund Management] use options and more exotic derivatives sparingly. We try to catch new trends early and in later stages we try to catch trend reversals. Therefore, we tend to stabilize rather than destabilize the market. We are not doing this as a public service. It is our style of making money.

Contrary to what most people think, bank money is much more important than state money. In Greece, for example, bank money makes up 84.26% of the total money supply.

If you've got the money, you need people to make money with your money. And if you have the talent, you can always merchandise your talent to someone who's got the money and make money. There's two pieces to it: talent and money.

Akin to the idea that time is money is the concept, less spoken but as commonly assumed, that we may be adequately represented by money. The giving of money has thus become our characteristic virtue. But to give is not to do. The money is given in lieu of action, thought, care, time.

Money is the last enemy that shall never be subdued. While there is flesh there is money or the want of money, but money is always on the brain so long as there is a brain in reasonable order.

Generally, management of many is the same as management of few. It is a matter of organization. And to control many is the same as to control few. This is a matter of formations and signals.

Money was intended to be used in exchange, but not to increase at interest. And this term interest, which means the birth of money from money, is applied to the breeding of money because the offspring resembles the parent. Wherefore of all modes of getting wealth this is the most unnatural.

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.

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'.

Once people know that you can spend the money and that you're willing to spend the money and that you're set up to spend the money in politics, then your threat to spend the money is as convincing as actually spending it.

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.

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

Money is human kind's greatest invention. Money doesn't discriminate. Money doesn't care whether a person is poor, whether a person comes from a good family, or what his skin color is. Anybody can make money.

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

The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.