It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.— Joseph M. Juran
Colorful Top Management quotations
Management is, above all, a practice where art, science, and craft meet
Most of us spend too much time on what is urgent and not enough time on what is important.
The kind of people I look for to fill top management spots are the eager beavers, the mavericks. These are the guys who try to do more than they're expected to do - they always reach.
The kind of people I look for to fill top management spots are the eager beavers, the mavericks. These are the guys who try to do more than they're expected to do -- they always reach.
I wouldn't say I was the best manager in the business. But I was in the top one.
To win in the marketplace you must first win in the workplace.
In most cases being a good boss means hiring talented people and then getting out of their way.
Managing a league club is like making love to a mermaid.
.. you should always be aiming for a top half finish
Make your top managers rich and they will make you rich.
Manage the top line: your strategy, your people, and your products, and the bottom line will follow.
If you always do what you did, you'll always get what you got.
Experience comes from bad judgment.
It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required.
The worker is not the problem. The problem is at the top! Management!
Here's what income and wealth inequality is about.
Last year, the top 25 hedge fund managers made more than 24 billion, enough to pay the salaries of 425,000 public school teachers. This level of inequality is neither moral or sustainable
What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
Real management is developing people through work.
There is no shortage of time. In fact, we are positively awash with it. We only make good use of 20 per cent of our time.... The 80/20 principle says that if we doubled our time on the top 20% of activities, we could work a two-day week and achieve 60 per cent more than now.
Management is efficiency in climbing the ladder of success
What sets us apart from some of the other options available would definitely be our unique combination of skills and craftsmanship with being a well-managed business. We control the number of projects we are involved with so that our clients remain a top priority throughout the duration of their project.
The resource allocation task of top management has received too much attention when compared to the task of resource leverage.
Our top-down pyramid style of management is a very old concept borrowed from centuries of war and monarchies.
Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the brain but not metabolized into action. The learning we call intuition, know-how and common sense gets into the blood stream through osmosis. It is shaped by social context.
It's a safe banking system, a sound banking system.
Our regulators are on top of it. This is a very manageable situation.
The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches.
"Top" management is supposed to be a tree full of owls-hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.
One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.
Everyone told me you can't build a major tech company in Canada.
There just aren't enough investors or engineers or top-level managers. Each day, I'm driven to prove them wrong.
The enemy of the "best" is often the "good."
We realize our dilemma goes deeper than shortage of time;
it is basically a problem of priorities. We confess, we have left undone those things that ought to have done; and we have done those things which we ought not to have done.
Corporations are totalitarian institutions.
Board of directors at the top of managers give orders, everyone follows orders..... At the very bottom of command, if you are lucky you can rent yourself to it and get a job , and if you are sufficiently propagandized you may even buy some of the junk they produce and so on.
Reduce the layers of management. They put distance between the top of an organization and the customers.
They'll [China] probably be a fully developed nation.
The road there just is not going to be that easy. You're going from a macromanaged, top-down economy to a market-managed, micromanaged type of economy, with all the potential corruption issues, SOE [state-owned enterprise] reform, and market reform that come with it.
Unlike top management at Enron, exemplary leaders reward dissent.
They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.