Manager

"The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate."

"The anxiety has been greatly increased by this government's multiplication of exams and emphasis on starting training as a middle manager in a computer company from the age of six."

"In their work, designers often become expert with the device they are designing. Users are often expert at the task they are trying to perform with the device. [...] Professional designers are usually aware of the pitfalls. But most design is not done by professional designers, it is done by engineers, programmers, and managers."

"I believe that science is best left to scientists, that you cannot have managers or directors of science, it's got to be carried out and done by people with ideas, people with concepts, people who feel in their bones that they want to go ahead and develop this, that, or the other concept which occurs to them."

"Managers within organizations sometimes confront a type of problem that is difficult to solve, in part, because the problems involve many stakeholders with diverse perspectives. The different assumptions from each perspective result in differing views of the problem and potential solutions. It is difficult to produce a satisfactory potential solution when the formulation of the problem definition is the major concern and when applying a potential solution risks unintended consequences. Churchman (1967, p. 141) writes that the solutions proposed to solve these problems "often turned out to be worse than the symptoms""

"To manage, learn your management skills from the greatest managers and those who were perfectionist by reading their failures."

"It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation."

"The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details. Most managers would rather focus on lofty policy matters. But when the details are ignored, the project fails. No infusion of policy or lofty ideals can then correct the situation."

"The corporate manager who achieves success by honest efficiency in giving the best service to the public should be favored because we all benefit by his efficiency. […] he should be helped by the Government because his success is good for the National welfare. But a man who, grasps and holds business power by breaking the industrial efficiency of others, who wins success by methods which are against‘ the public interest and degrading to the public morals, should not be permitted to ‘ exercise such power. Instead of punishing him by a long and doubtful process of the law after the wrong has been com- mitted, there should be such effective Government regulation as to check the evil tendencies at the moment that they start do develop."

"We have an autocracy which — which runs this university. It's managed. We were told the following: If President Kerr actually tried to get something more liberal out of the Regents in his telephone conversation, why didn't he make some public statement to that effect? And the answer we received — from a well-meaning liberal — was the following: He said, "Would you ever imagine the manager of a firm making a statement publicly in opposition to his Board of Directors?" That's the answer.Well I ask you to consider — if this is a firm, and if the Board of Regents are the Board of Directors, and if President Kerr in fact is the manager, then I tell you something — the faculty are a bunch of employees and we're the raw material! But we're a bunch of raw materials that don't mean to be — have any process upon us. Don't mean to be made into any product! Don't mean — Don't mean to end up being bought by some clients of the University, be they the government, be they industry, be they organized labor, be they anyone! We're human beings!"

"The world doesn't need a manager, or a boss, or a policeman. These aren't the heroes of today. The heroes of today are those who are doing what they want to be doing, having a good time, and introducing the one thing that every man, woman and child hungers for on a daily basis: happiness."

"Now the secret to successful managing is to break down your club. The first 15 guys you don't have to bother with. They are always playing and don't need the manager. The next five play only occasionally, so you got to keep buttering them up. The last five you gotta watch all the time because they're plotting to get you fired."

"While an equilibrium between worker and manager is possible, because both are workers, that which it is sought to establish between worker and owner is not. Their proposals may be excellent: but it is not evident why they are where they are, or how, since they do not contribute to production, they come to be putting forward proposals at all. As long as they are in territory where they have no business to be, their excellence as individuals will be overlooked."

"… The war has shown us that we have tremendous resources to make all the materials for war. It has shown us that we have skillful workers and managers and able generals, and a brave people capable of bearing arms. All these things we knew before. The new thing — the thing which we had not known — the thing we have learned now and should never forget, is this: that a society of self-governing men is more powerful, more enduring, more creative than any other kind of society, however disciplined, however centralized."

"Big businesses are often run by managers or bureaucrats, not entrepreneurs. So they morph into the Civil Service."

"Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself."

"Little things win or lose big games. It is not the job of a manager to think for the players, but to show them how to think for themselves."

"A manager's to give advice, not to physically get involved."

"If you want to do something that's going to change the world, build software that people want to use instead of software that managers want to buy."