I am beginning to see a large-scale introduction of various management tools, philosophies and practices in the service sectors and have a high hope that it will become a global trend.
Let me just say you could end this violence within a very short period of time, have a complete ceasefire - which Iran could control, which Russia could control, which Syria could control, and which we and our coalition friends could control - if one man would merely make it known to the world that he doesn't have to be part of the long-term future; he'll help manage Syria out of this mess and then go off into the sunset, as most people do after a period of public life. If he were to do that, then you could stop the violence and quickly move to management.
You can see now with all the assurance that people have about the overall general management of the economy, they then ask more specific questions that we are able to answer.
You need to have proper management if you're going to move forward.
When a management with reputation for brilliance gets hooked up with a business with a reputation for bad economics, it's the reputation of the business that remains intact.
The extraordinary business does not require good management.
Everybody has a different strategy, but everybody agrees that active management does not beat the market.
A technology becomes truly disruptive when it drives the marginal cost of something that used to be scarce and expensive to approach zero. Thus, it used to be to deploy software at scale, you had to fund a data center, buy a set of servers, storage, and networking gear, build an in-house IT management capability, and buy an expensive stack of enabling software before you could even get started. Now you can get all that from Amazon or Microsoft on a pay-as-you-grow model.
When I talk about self-management, self-regulation, self-government, the word I emphasize is self, and my concern is with the reconstruction of the self. Marxists and even many, I think, overly enthusiastic anarchists have neglected that self.
I've worked in the factories of this land, and I've thought freely and creatively. And I think that that has greatly enriched my capacity to abstract intellectually. The experience of being with workers, my encounters with management and my recognition of its foibles, my personal encounters with American industrial efficiency, my military experience - all of these things packaged together have greatly enriched my reading and my understanding, and I've written with what I hope is a reasonable fluency of style that is much more expressive than the academic stuff.
I finished reading High Output Management by Andrew Grove, which had such valuable insights for leaders that I've been forcing managers at Duolingo to read the book.
I really never wanted to do source control management at all and felt that it was just about the least interesting thing in the computing world .
I believe in classic ideas. They are timeless. They are forever. There are many fads in management.
The two greatest role models in my professional career were Walt Disney and Dr. Deming. Dr. Deming was the Father of Total Quality Management and the person who redefined quality for the entire world.
If I can think of anything, but nothing specific that I have learned, is the time management and discipline and stay focused. Mentally focused to be aware. Our training sessions are mentally packed. We work on very specific game plans and strategies.
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].
Anger management (which is a part of both public displays of rage and spouse abuse) is about changing a person's internal reactions to events (how they see their behavior) by changing the support environment for the behavior (making them see the behavior is wrong).
Unfortunately with certain situations, just sometimes it's just the way it is. It could be a problem with the promotion side or training or anything. Management, sometimes doesn't work out. Sometimes certain guys just choose to fight other guys.
Workers should have a right to sit across from management to collectively bargain about their work conditions, their wages, and the future direction of the company. To me, that's just a humane thing to do. It is unacceptable in the 21st century to have companies not want to do that with their employees and create a great work environment.
We cannot say that everything developed in capitalist countries is of a capitalist nature. For instance, technology, science - even advanced production management is also a sort of science - will be useful in any society or country.
In China, we intend to acquire advanced technology, science and management skills to serve our socialist production. And these things as such have no class character.
That is the key challenge facing management today; change is the only constant.
When I first got money, I went through it like everybody else, because I didn't know. But, right now, I've educated myself and placed smart people around me. I surrounded myself with people who not only are intelligent and effective about finances, taxes, and money management, but they (also) love me.
In America, we need to develop communitywide structures of democratic ownership, we need to work out cooperative development, we need to work out participatory management, we need new ecological strategies developed at the local city, state, regional level.
We are not trapped in what the science of management says we can do. We are capable of doing what the art of leadership says is possible.
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