Discover the most popular and inspiring quotes and sayings on the topic of Organizational. 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 Organizational Quotes And Sayings by 85 Authors including Max De Pree,Gary Hamel,Dee Hock,Kevin Kelly,Tom Demarco for you to enjoy and share.
In most vital organizations, there is a common bond of interdependence, mutual interest, interlocking contributions, and simple joy.
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
All organizations are merely conceptual embodiments of a very old, very basic idea - the idea of community. They can be no more or less than the sum of the beliefs of the people drawn to them; of their character, judgements, acts and efforts.
Basins of attraction, of self organization, show up as well in our complex social environment, in human organizations. Here again, while we cannot predict the result of any given input, we can say that it will likely fall within one of several areas.
Organizational busy work tends to expand to fill the working day.
Success demands a high level of logistical and organizational competence.
Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy.
Organize, don't agonize.
In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.
All organisation is and must be grounded on the idea of exclusion and prohibition just as two objects cannot occupy the same space
Organizing is providing people with the opportunity to become aware of their own capabilities and potential.
Just as the mind emerges from the actions of individual neurons and their cooperation, the success of an organization emerges not only from its individual participants, but also from the interplay between them.
Working together as a team helps build a cohesive organization.
Titles or organizational structures, that's not the lens through which we see our peers,
Unlocking individual change starts and ends with the mental maps people carry in their heads-how they see the organization and their jobs.
It may not seem this way at first, but your workplace is actually built on a well-ordered system of individuals and groups with defined stations of importance, all interacting to make your company run and appear busy.
When you are a member of an organization, life isn't only about you. As part of a circle of people who depend on one another, you watch one another's back and remain loyal to the concept of brotherhood.
An organization is not, like an animal, an end in itself, and successful by the mere act of perpetuating the species. An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment.
[B]ecause the minimum costs of being an organization in the first place are relatively high, certain activities may have some value but not enough to make them worth pursuing in any organized way. New social tools are altering this equation by lowering the costs of coordinating group action.
I pulled out box after box, setting them haphazardly around the room. My organization lacked something
like, say, organization ...
I'm organised in some ways, but not in others.
Being organized is not about being company-ready 24/7. It's about being able to find what you need and restore order quickly.
Organize and execute around priorities.
Organizations exist to make people's strengths effective and their weaknesses irrelevant. And this is the work of effective leaders.
Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution.
One of the many reasons for the bewildering and tragic character of human existence is the fact that social organization is at once necessary and fatal. Men are forever creating such organizations for their own convenience and forever finding themselves the victims of their home-made monsters.
I don't have much of an organization at all. I listen to my heart.
Once you have a clear picture of your priorities - that is values, goals, and high leverage activities - organize around them.
We collaborate together. We work with other people. We work by ourselves.
Firms are guided by long-held organizational habits, patterns that often emerge from thousands of employees' independent decisions.6.16
Time is but an extension of the Human desire for organization.
One of the most important things we do is we've organized our stores and our workforce into teams.
First organize the inner, then organize the outer ... First organize the great, then organize the small. First organize yourself, and then organize others.
When a person travels through a few years with an organization, or with a partnership, or any other kind of working association, he leaves a 'wake' behind in these two areas, task and relationship: what did he accomplish and how did he deal with people?
Build an organization that can tackle the tough things and keep moving.
What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct sort of institutional genetic code that every member of the organization understands in a common way, and with deep conviction.
Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.
Striving to Create Provisions for Tomorrow's Organisations
Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.
Compartmentalize
The moral of the story: perceptions are everything. During each moment you are in contact with a customer, you are the organization.
Getting your house in order and reducing the confusion gives you more control over your life. Personal organization some how releases or frees you to operate more effectively.
The primary asset of any business is its organization.
Organizational success comes when IT and business act from "IT vs. business" to IT is business" - a true partnership.
The organization of ofices follows the principle of hierarchy ... each lower office is under the control and supervision of a higher one
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.
Overcoming barriers to performance is how groups become teams.
IT is a holistic "digital brain" of the organization.
A hybrid nature of organization strikes the right balance between "virtual world" and the human connections.
An organization's reason for being, like that of any organism, is to help the parts that are in relationship to each other, to be able to deal with change in the environment.
This isn't just a book about organizational change - it's also about
An organization's success has more to do with clarity of shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability or management competence, important as they may be.
Avoid contradiction. Clear institutional identity helps give you the competitive edge.
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.
Changing organizations comes down to changing human behavior.
The highest challenge inside organizations is to enable each person to contribute his or her unique talents and passion to accomplish the organization's purpose.
In an organisation never follow a person follow the system - MB
The building block of organizations should be small teams. Jeff Bezos, Amazon's founder, at one point had a "two-pizza team" rule,41 which stipulates that teams be small enough to be fed by two pizzas.
One important insight is that all organizations are networks. People may draw their organizations as hierarchies, but that doesn't change that they are actually networks.
Reminding is the essence of organizing.
Organizations must create a culture in which it is acceptable that everyone has more to do than he or she can do, and in which it is sage to renegotiate agreements about what everyone is not doing.
The organizational fit is the good balance of the fitting attitude and misfit thinking.
Many individuals and organization units contribute to every large decision, and the very problem of centralization and decentralization is a problem of arranging the complex system into an effective scheme.
Organizations who win, think deeply, choose wisely, and act decisively.
The structure of the company is constantly changing. The composition of the necessary working groups is constantly changing. We have many divisions that are based on the project principle, which means that they are put together for each project.
No action, activity, or process is more central to a healthy organization than the meeting
The organization and the environment are in concert.
We live under the illusion that organizations are 'them' when, in reality, they are 'us.' If we wish to work in evolved organizations, we must each be the first to start the journey.
Let the business shape the organization, not the organization shape the business.
Social organizations are flagrantly open systems in that the input of energies and the conversion of output into further energetic input consists of transactions between the organization and its environment.
I'm very unorganized.
Life is too short to be organized
Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.
Power is the flower of organization.
The Fifth Discipline: The Art and Practice of the Learning Organization BY PETER M. SENGE
In McKinsey's world, all of life is one of two things: strategy or organization.
In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.
The only antidote to the unnerving effects of such incoherence is integrity. People and organizations with integrity are wholly themselves. No aspect of self stands different or apart. At their center is clarity, not conflict. When they go inside to find themselves, there is only one self there.
Very often, organizations are inflexible because there is too little communication between functions; they are too segregated.
One of our most deep-seated fears is that we might be called an "outsider." This fear has led us down the road to conformity, has put the imprint of "the organization man" on our souls, and has robbed us of originality of thought, individuality of personality, and constructive action.
Figure 2.1: The Group Program Continuum
A leader organizes people whether they know it or not.
If you want to improve the organization, you have to improve yourself.
The most fundamental principle of the organized mind, the one most critical to keeping us from forgetting or losing things, is to shift the burden of organizing from our brains to the external world.
Organization is the religion of the single parent.
The question is: How are you able to organize your information, your tasks, and get stuff done spanning those different roles? Nobody lives in isolation.
Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls. Instead, we must migrate rapidly to becoming a global 'team of teams' that comes together in whatever combination necessary to add the greatest value to the changes underway.
Your organization will take on the personality of its top leaders
Before you organize you ought to analyze and see what the elements of the business are.
Order or disorder depends on organisation; courage or cowardice on circumstances; strength or weakness on dispositions.
Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.
Life is like a cobweb, not an organization chart.
Give me the right people and I don't much care what organization you give me. Good things will happen. Give me the wrong people and it doesn't matter what you do with the organization. Bad things will happen.
Any organisation develops people; it either forms them or deforms them.
Organizational systems and cultures tend to favor "stars" over groups,
You manage things; you lead people.
Even in an organization that's doing something big and bold, there's the mundane, day-to-day execution work of keeping it going. But people need to stay connected to the boldness, to the vision, and stay plugged in to the main vein of the dream.
Organization. If you want big words to talk to intellectuals with, that's a fine big word, son, just as many syllables as imagination, and it has a lot more realism in it.
As we let go of the machine model of work, we begin to step back and see ourselves in new ways, to appreciate wholeness, and to design organizations that honor and make use of the totality of who we are.
What's Management up to?" I whispered to Bennett.
"My guess is a new acronym," he whispered. "Departmental Unification Management Business." He wrote down the ltters on his legal pad. "D.U.M.B.