Many artists stick to making and hire a manager to focus on their business. Artists that build websites and mobile apps can do that, too.
We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top managers, who are among the least.
Managers are to information as alcoholics are to booze. They consume enormous amounts, constantly crave more, but have great difficulty in digesting their existing intake.
Both of the Villa scorers were born in Liverpool, as was the Villa manager, who was born in Birkenhead.
Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
In any of the big acting cities, there are breakdowns that the casting directors put together for the projects that they're working on and then they get sent out to the agents and stuff like that. It's difficult to find projects, sometimes, unless your agent or manager is submitting you for those specific projects.
There is no evidence that changing your managers repeatedly leads to success, but there is evidence at Manchester United, I was managing there for 26 years I won 38 trophies.
I think 'Elbow' were considered successful even before [2008's] Seldom Seen Kid because we were living off the band. We have a great manager who keeps our coffers topped off, and we give ourselves a sensible wage with a view to having three fallow years between records. We always make sure we have enough money to make a record and not be pressured time-wise.
It's just a natural progression. You're a player, then you're a coach, then you're general manager for the team, and then the next logical step for me and you would be [to become] team owner.
Ferguson, as a manager, and Ken, as a director, are very similar. One's a great manager, the other a great director, but both have a lot of humanity and a lot of humility. They always give you the energy... with Ferguson when we played a game it was like it was his first game - he's so passionate and gives you ambition every time. And Ken works the same way - they're very similar.
What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.
Authority never matches responsibility. That's one of the great myths and delusions of all times. Winning managers and individual performers at all levels know that effectiveness means building your own network and creating your own authority. Those who succeed always reach far beyond formal deputation, take initiatives, and take the heat when things go awry. That's true in the military in times of war, true for 200 person manufacturing firms, and true at giant automakers or software companies.
So, when I got the contract for my album, even though it was an English record, my manager insisted on making sure we would record in Spanish as well, and it worked out really well for me.
The bureaucratic manager, the consuming aesthete, the therapist, the protester and their numerous kindred occupy almost all the available culturally recognizable roles, the notions of the expertise of the few and of the moral agency of everyone are the presuppositions of the dramas which those characters enact. To cry out that the emperor had no clothes on was at least to pick on one man only to the amusement of everyone else; to declare that almost everyone is dressed in rags is much less likely to be popular.
Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every manager accountable for the culture that he or she builds.
The prime occupational hazard of a manager is superficiality.
As 99 per cent of English authors and 100 per cent of American ones [authors] are just such imbeciles, managers and publishers make a practice of asking for every right the author possesses.
It's the job of a manager not to light the fire of motivation, but to create an environment to let each person's personal spark of motivation blaze.
To many managers, getting rid of the arrogant, undisciplined, over-paid, technology-obsessed, improperly-dressed etc. programmers would appear to be a significant added benefit
One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job.
Too many managers and executives try to reduce programming to a low-level assembly-line activity. That's inefficient, wasteful, costly in the long run, and inhumane to programmers.
I think functioning as a business manager can be a hindrance to having a real dialogue with the artist. I do think that artists need good lawyers and accountants, because they're dealing with serious money. But an artist who stands behind a manager? That's a little different. I think that can be a bad buffer.
When a record company makes a mistake, the artist pays for it. When a manager makes a mistake, the artist pays for it. When the artist makes a mistake, the artist pays for it.
So now the question is, basically, right now, how will the Osama Bin Laden tape affect the election? And I have a feeling that it could tilt the election a bit. In fact, I'm a little inclined to think that Karl Rove, the political manager at the White House, who is a very clever man, that he probably set up bin Laden to this thing.
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