More than anyone else, he's (Hank Aaron) made me wish I wasn't a manager.
The strategies that managers employ are at least as important as the facilities at their disposal.
A man may be a tough, concentrated, successful moneymaker and never contribute to his country anything more than a horrible example. A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend, and may leave behind him an exhausted industry and a legacy of industrial hatred. A tough manager may never look outside his own factory walls or be conscious of his partnership in a wider world. I often wonder what strange cud such men sit chewing when their working days are over, and the accumulating riches of the mind have eluded them.
The Macintosh having shipped, his next agenda was to turn the rest of Apple into the Mac group. He had perceived the rest of Apple wasn't as creative or motivated as the Mac team, and what you need to take over the company are managers, not innovators or technical people
I started out as a business manager for a national hotel chain based in Oklahoma. I got frustrated with what was happening in the state capital - the high cost of doing business and a lack of educated workers.
I received a letter from the Reich Ministry of Sports. They want me to split from Joe Jacobs, my manager since 1928.... I really need Joe Jacobs. I owe all my success in America to him.
Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.
I think managing shortened my playing career, but I was a better manager when I was playing, when I could lead like a platoon sergeant in the field rather than as a general sitting back on his duff in a command post.
I would play in any number shirt for Newcastle United, but the No 9 at Newcastle is something very special and I've always wanted to wear it. I mentioned it to the manager, he mentioned it to Les and Les has been very kind and given it to me.
There was a big possibility that I would have had to leave Newcastle had Ruud Gullit stayed as manager.
Basically, a manager is a father figure to 20 or 25 blokes. It's about trying to get the best out of them and creating team spirit.
Any manager will tell you that they would rather win one and lose two than to draw three, because you get more points
It is the nature of being the general manager of a baseball team that you have to remain on familiar terms with people you are continually trying to screw.
You're not a real manager unless you've been sacked.
If you aren't the chairman of Manchester United, Real Madrid or AC Milan, I'll get back to you later.
I had twelve years as a Tottenham player under Bill Nicholson and could not have wished to have played for a better manager. I can still hear his wise words in my head when I am out on the training ground as a manager myself.
It is easy being a manager when you are one of 25,000 sitting in the stand or if you are an ex-player who is now working for the media who will never manage anything better than an under-10 team, thinking he knows best - and you know what I'm talking about, and I will deal with that, trust me.
If you are a middle manager avid to begin a quality initiative in a company ruled by an executive from the old school, look elsewhere for a job.
What I would say about Barney Eastwood is that when our relationship worked, it worked extremely well. He had a lot of strengths as a promoter and a manager.
The manager's function is not to make people work, but to make it possible for people to work.
I think people are always able to achieve more than they think they can. While that’s cliche, I don’t know if managers think about that enough. You have to set your sights extremely high.
What I expect is a little more respect from a fellow manager.
Bad sales managers push two buttons: 'more' and 'panic.' Great sales managers have one more button to push: the 'how'.
New sales managers are the forgotten rookie - they were pros at selling, but all of a sudden they're a rookie at management.
The best advice I got throughout my career was understanding what my current managers' pains and challenges are - it's not always just about hitting the number.
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