If I have to tell a guy he's got something to do, I consider myself a failure as a manager.
There's never a benefit to bragging too much about a deal because the only sure thing is that I'm probably going to be dealing with that same general manager or that same person over and over again.
At the end of day, a player needs the confidence of the manager, the support of the fans and to enjoy the game.
My very first professional job was with a theatre company in 1965 and the first job they gave me was literally shovelling sh*t. I was an assistant stage manager and they told me to clear out the prop store. I opened it up and no-one had been in there for 25 years and it was inches deep in rat sh*t. So before I could get anywhere I had to clear it up. I thought, 'All these years of training, the best drama school in the world, and this is what I'm doing.'
One of the great errors organizations make is shutting down what is a natural, life-enhancing process-chaos. We are terrified of chaos. As a manager, it signals failure. But if you move out of control and into an appreciation of natural order, you understand that the only way a system changes is when it is far from equilibrium, when it moves from the 'quiet' we treasure and is confronted with the choice to die or reorganize. And you can't reorganize to a higher level unless you risk the perils of the path through chaos.
A baseball manager has learned a lot about his job from having played the game, but a parent has not learned a thing from having once been a child.
Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers.
I actually don't think that I have a problem playing for managers. But history, people might think otherwise.
I've worked hard with my body, just in case someone needs me to play third or short. I'm happy to go back to short, it's my natural position. I'm here to help and here to do whatever the manager wants me to do.
For me personally it doesn't matter who is the manager, I'm going to go out there and play for the manager, and play for this uniform as a team.
The manager does things right; the leader does the right thing.
What managers decide to stop doing is often more important than what they decide to do.
If I Had To Sum Up In One Word The Qualities That Make Up A Good Manager, I'd Say Decisiveness.
If you want me to rule out ever being Manchester United manager, I can't. Special clubs need special managers, so in theory it could work.
I am very proud and honour-red to be the England manager.
My non-career. My excuse for a career? Honestly, I never think about the word 'career.' I've had managers, the minute they say it to me, they look at me and just roll their eyes.
The egotistical ambition to always want to earn more money harms both the company and the individual himself. That is the biggest weakness of many managers - the financial crisis has proven this.
Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you're good at.
I always got on well with Roberto Mancini and never had a problem with him. Every manager has their own way of working, tactics, and style of play. As a player, you do what the manager says. There are misunderstandings, but generally, everything was fine under Mancini.
The chance to be a general manager in major-league baseball and for a franchise as storied as this one, probably as storied as the Giants, is great.
I was lying in bed on a Saturday morning, reading the paper, when my phone went. The caller was Rangers director, Jack Gillespie, and he offered me the manager's job at Ibrox. I was flattered but declined with thanks. John Greig was a good friend of mine and I had no intention of being involved in ousting him.
My first baseman is George "Catfish" Metkovich from our 1952 Pittsburgh Pirates team, which lost 112 games. After a terrible series against the New York Giants, in which our center fielder made three throwing errors and let two balls get through his legs, manager Billy Meyer pleaded, "Can somebody think of something to help us win a game?" "I'd like to make a suggestion," Metkovich said. "On any ball hit to center field, let's just let it roll to see if it might go foul."
When it comes to being slaves to fashion, American managers make adolescent girls look like rugged individualists.
Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.
Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge workers.
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