Discover the most popular and inspiring quotes and sayings on the topic of Administration. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Administration Quotes And Sayings by 89 Authors including Roone Arledge,David Packard,Calvin Coolidge,Clayton Christensen,W. Edwards Deming for you to enjoy and share.
But unlike the setup in most organizations, where there's an administrator on top and creative people or doers underneath, I'm basically a doer and I like to have administrative people underneath me.
Management by Walking Around
It has become the custom in our country to expect all Chief Executives, from the President down, to conduct activities analogous to an entertainment bureau. No occasion is too trivial for its promoters to invite them to attend and deliver an address.
Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together.
Management is prediction.
Precision, speed, unambiguity, knowledge of files, continuity, discretion, unity, strict subordination, reduction of friction and of material and personal costs - these are raised to the optimum point in the strictly bureaucratic administration.
Here's what management is about: Pick good people and set the right priorities.
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
Things have to be made to happen in a way you want them to happen. Without management, without the intervention of organized willpower the desired result simply cannot be obtained.
Pick your associates well, back them fully, empower them with both accountability and responsibility, and they will produce far more than you ever will achieve on your own.
If you're the head of a business, there's a protocol that people have to follow.
You have to manage a system. The system doesn't manage itself.
Management isn't doing - it's seeing that it gets done. Following
It's pretty much run by everybody. We're very involved in everything that goes on. We always have been.
Management is the kitchen that produces a delicious meal, where Leadership is the Chef hooked by a purpose across the canyon of risks that adds the fragrance and taste to make it go beyond expectations.
You have learn to hire a management team, you have to learn how to manage You have to want success so badly that you learn how to manage.
Responsibility without power, the fate of the secretary through the ages.
The three major administrative problems on a campus are sex for the students, athletics for the alumni, and parking for the faculty.
Offices are peculiar places and nobody is ever quite sure what happens in them, least of all the people who work there. But the day tends to begin with a morning meeting, in which everybody decides what they will fail to do for the rest of the day.
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In an organisation never follow a person follow the system - MB
The main purpose of an administrative meeting is to establish collective guilt for whatever fuck-up arises out of its decisions. That
The stewardship of influence. What have you done with influence?
First class Manager hire first class leader, second class Manager hire third class manager and third class manager fire first class leader.
Managing is like holding a dove in your hand. Squeeze too hard and you kill it, not hard enough and it flies away.
Steve Chandler and Duane Black present an approach to management that promises to lower your stress level, increase your happiness and allow everyone in your organization to be more creative and productive.
Tend to the people, and they will tend to the business.
Community begins in mystery and ends in administration. Leaders move away from people and into paper.
The single hardest part of leading any organization is knowing what is going on. There's too much noise in the system, too much complexity: you absolutely depend on people speaking up and raising concerns.
Given the consumer-pleasing politics of today's universities, I have, in effect, seventy new bosses each semester; they're sitting at the desk in front of me.
An efficient and a successful administration manifests itself equally in small as in great matters.
In recent years, more and more of my time has become absorbed by administrative work for the research council of ETH-Z of which I am presently the president.
Management by results - like driving a car by looking in rear view mirror.
When you're an assistant, you're executing the wishes of your boss.
In a bureaucracy, they shoot the bull, pass the buck, and make seven copies of everything.
Running a company is pretty demanding.
Every single organization - or career, for that matter - exists on three levels: WHAT you do, HOW you do it and WHY you do it.
The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If we assign this general to lead this base, what do we expect him to accomplish?"
The manager administers; the leader innovates.
Organizationally what is required - and evolving - is systems management.
accomplish the organization's mission.
Management is the art of getting three men to do three men's work
Understanding strengths and weaknesses is very essential in setting forth a clean administration and for sustainable and lasting solutions.
It is essential for men of science to take an interest in the administration of their own affairs or else the professional civil servant will step in - and then the Lord help you.
Responsible for wrapping the iron fist of authority in its velvet glove is Jane Axtell, head of the accountancy firm's Human Resources department.
In any bureaucracy, the people devoted to the benefit of the bureaucracy itself always get in control, and those dedicated to the goals the bureaucracy is supposed to accomplish have less and less influence, and sometimes are eliminated entirely.[Pournelle's law of Bureaucracy]
Everything passes through the eyes of top bureaucrats who closely watch to ensure that no intruder can enter their ranks and disrupt the order and arrangement of values in which everything is predetermined and where everyone knows their place, everyone's potential, talent and position in history.
Managements, you know, often think of themselves.
Management is not a science, it is an art.
Culture is what happens when the managers are not around.
vice-chancellor's
We manage what we monitor.
A bad administrator is more concerned with reports than with decisions. He wants the hard record which he can display as an excuse for his errors.
Administrators don't believe in conspiracies. If they did, they'd have to resign their jobs. That
Being president of the University of California is like being manager of a cemetery: there are many people under you, but no one is listening
I find myself using the word 'executives' now.
Some people are a natural administrator. They actually enjoy doing it. I find it a chore. I'm not a details person. I go for the big sweep.
You got to have people at the top who respond to and are selected by presidents.
greater authority.
The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
the formality of the presidency, all
When a company seeks a new chief executive officer, or a university a new vice-chancellor, enormous trouble is taken to find the best person.
We have entered the era of the 'imperial' former presidency with lavish libraries, special staffs and benefits, around-the-clock Secret Service protection for life and other badges of privilege.
Management: First fix the blame. Then fix the problem.
Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
You manage things, you lead people. We went overboard on management and forgot about leadership.
One of the baffling things about life is that the purposes of institutions may be ideal, while their administration, dependent upon the faults and weaknesses of human beings, may be bad.
I think you either have to have a very strong decisive person at the top or else a really brilliant staff command.
I have a lot of trouble understanding all the detail of finance and administration - but if you combine intellectual and professional capacity with a social conscience, you can change things: countries, structures, economic models, colonial states.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Management is doing things right; leadership is doing the right things.
plan, organize, integrate, motivate, and measure.
Executive assistant. "Mrs. Albrecht, how are you today?" "Very well. I just got here and thought maybe I had missed you." "Nope. I just got here too." "Come in, please." The house had a two-story entry area
An executive is a person who always decides sometimes he decides correctly, but he always decides.
Any plan of administration which contemplates a concentrating of responsibility is open to the dangers which follow the creation of a bureaucracy.
Performance standards and accountability applied to everyone.
Management has authority only as long as it performs.
PDCA is the essence of managerial work: making sure the job gets done today and developing better ways to do it tomorrow.
I joined the city government, and we start to operate as the bureaucrats on the local level, so we were the only ones in the whole Russian team who were experienced in practical bureaucratic management in the complicated condition of 1990.
The organization of ofices follows the principle of hierarchy ... each lower office is under the control and supervision of a higher one
Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.
Decision making is the specific executive task.
When you are an executive, my friends, that is not leadership.
Academy. And what a narcotic the drug of positive feedback
Quis custodiet ipsos custodes?
Who supervises the supervisors themselves?
I was the chief executive once, I've been there. My recommendation to anybody is don't go backwards.
And here's what management is: motivating people and putting them in places where they can succeed.
Do not meddle in the affairs of Administrative Assistants, for they are petty and quick to misfile.
Create and communicate absolute clarity of purpose.
The subject of this book is managing oneself for effectiveness.
If you don't have an assistant, you are one!
However many people complain about the "red tape," it would be sheer illusion to think ... continuous administrative work can be carried out in any field except by means of officials working in offices ... The choice is only that between bureaucracy and dillettantism.
We lead people, but we manage things.
Organize and execute around priorities.
She's called the secretary, but as far as I can tell she basically runs the school.
If management is people, management must become humanagement
Establish your system of control to see that your team does there job
The insolence of office.
When my assistant strolled into my office one idle Tuesday morning, I had no way of knowing this would be the moment everything changed. A series of dominoes tipping with a clack, all leading to an unexpected and crazy end. One I fear I won't ever recover from.
Ensure compliance and be responsive to the feedback.