Jim Cramer Quotes

In the days when corporate downsizing was all the rage, Wall Street took a lot of flak for judging companies too harshly and setting the bar for corporate performance so high that executives felt their only option was to slash payrolls.

There is no denying that downsizing can happen when a company receives private equity funding. It is unfortunate and hard on everyone who is affected.

The IT bubble is the IT bubble, and of course, we became a company that contracted dramatically in 2001 and 2002: we basically came down by 45,000 people - a dramatic ramp-down.

Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.

The real literary editors have mostly been fired. Those that remain are all 'bottom line' editors; everything depends on the money.

Downsizing itself is an inevitable part of any creatively destructive economy.

But I don't want massive layoffs of anyone - public or private. We are planning on shrinking government through attrition and reform, not through random pink slips.

We will downsize the government, motivate excess employees to become entrepreneurs, and increase the pay of a lean and mean bureaucracy.

A research group found that 56 percent of major companies surveyed in the late '80s agreed that 'employees who are loyal to the company and further its business goals deserve an assurance of continued employment.' A decade later, only 6 percent agreed. It was in the '90s that companies started weeding people out as a form of cost reduction.

Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.

We held the team together for as long as possible and then sent all except the most critical personnel home.

We ran three cars last year. Unfortunately, as time went on, we did have to let a few people go, which we regretted, but just because of the situation.

Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.

The two words, in the American lexicon, are never good. Pink slip. The first time I ever heard it when I was young was when Kaiser Steel handed out pink slips to many of my neighbors and relatives. Layoffs were about efficiency, sales figures for raw materials or refrigerators.

Consolidation means less equipment, less networks, and less jobs.

Nothing kills your company's culture like layoffs.

A restructuring of an organisation is always a difficult time and delicate.

I was involved with Wells Fargo Bank as a consultant in the late 1960s and early 1970s, when I suggested to them that they develop a product that has become known as index funds.

If you're the CEO of a publicly traded company, you're worried about quarterly returns.

I was fired from my television job, simple as that. Well, downsized, really, a classic 1990s situation.

The big companies are the private industry. But they're faced with a short-term need to show a profit in short-term.

So laying people off is not something I do lightly, it's not something I relish.

Well, actually, I manage a couple of stock portfolios or funds or whatever you want to call 'em, and I think I've done relatively well with them.

Tough times helped many commodities producers become lean and mean through consolidation, mergers and cost-cutting. All that excess supply has been sopped up.

You have to ask what is going to happen to a lot of companies when there is not a lot more money to be gotten. That changes everybody's perspective, I think.