Management Structure Quotes

We invited HP executives to participate in the management and in the board. HCL had this concept of corporate officers since inception in 1999. We had a remuneration committee. Now everyone is talking about nomination and remuneration committee. We had this from 1999.

Nobody really likes large-scale organizations; nobody likes to take orders from a superior who takes orders from a superior who takes orders.

Companies like GE and Procter & Gamble have been in business for a long time. Over decades or a century you're bound to figure out a management structure that works.

Joe Prunty will take over, and he will run the team. But nobody gets out of their lane. Joe will still be offense, and Sweeney will still be defense.

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.

There is no name for all who participate in group decision-making or the organization which they form. I propose to call this organization the Technostructure.

What drives me crazy is when you have a supervisor in government, and they report into 12 other supervisors. That's unacceptable.

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.

I don't get emails from my corporate overlords.

What you want to do is innovate on your product and your business model, management structure is not where I would try and innovate.

Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.

We have bloated bureaucracies in Corporate America. The root of the problem is the absence of real corporate democracy.

It does not follow from the separation of planning and doing in the analysis of work that the planner and the doer should be two different people. It does not follow that the industrial world should be divided into two classes of people: a few who decide what is to be done, design the job, set the pace, rhythm and motions, and order others about; and the many who do what and as they are told.

[Donald Trump] is in the process of building up an organization. And well, we'll have to see how that works. And it'll be a test, I think, for him and the people that he's designated to be able to execute on his vision.

Home base is the support system where we have a culinary team, my own writers because of the shows and the books and stuff, we have a culinary team of about six people. Marketing, public relations, accounting and all that sort of stuff.

In our works at Bethlehem and San Francisco, and all over the United States, I adopted this system: I pay the managers practically no salary. I make them partners in the business, only I don't let them share in the efforts of any other man.

You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

The owner's job is to hire the general manager. The general manager's job is to run the hockey team.

No business can succeed in any great degree without being properly organized.

Without institution there is no management. But without management there is no institution.

Make sure there are lots of Harvard M.B.A.s working for MIT Ph.D.s in the future.

Ford, as I understand it, had done away with the concept of regional management, and now they've re-introduced that in Europe, so it's kind of a two-way street.

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.

Delegation of authority is a fact of modern life.