Organizational Structure Quotes

You don’t have a staff General, you have a court.

Marketing is too important to be left to the marketing department.

Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.

Bureaucracy destroys initiative. There is little that bureaucrats hate more than innovation, especially innovation that produces better results than the old routines. Improvements always make those at the top of the heap look inept..

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

Don't make government work like a business... it's inherently inefficient.

You can call anyyne here or call me. We have no formal chain of command.

I do not believe that reorganization will fix what is wrong with our intelligence community….Failures were caused by performance, not organization.

The bureaucracy takes itself to be the ultimate purpose of the state

In the Congress, for every small thing, you have to consult the general secretaries.

I know that men are not equal; nowhere on the earth or in Nature is there equality—there is variety .... The natural variety must be organized through the division and gradation of functions and work; no organization of men is possible without superiors and subordinates, but it must just be an organization, and not a privilege, not aristocratic coercion but mutual service.

Play within the system. Be a decision maker.

I have to let the general manager do what makes the most sense, or I can't hold him accountable.

No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.

There's increasing consciousness that a "command and control" style of management which one associates with a male model isn't necessarily what works anymore, especially with small to medium sized companies. There's increasing evidence that a more flexible management style, where responsibility is distributed up and down the line, is what works best. And that kind of management style is one that will allow individual workers more flexibility - men and women.

History reports that the men who can manage men manage the men who can manage only things, and the men who can manage money manage all.

I don't care what sport you're talking about. What you see with great franchises is structure - a structure that doesn't just take you from year to year, but day to day.

These groups within a society can he distinguished according as to whether, like an army or an orchestra, they function as a single body; or whether they are united merely to defend their common interests and otherwise function as separate individuals.

I'd say that my profession ends where architectural thinking ends - architectural thinking in terms of thinking about programs and organizational structure. These abstractions play a role in many other disciplines, and those disciplines are now defining their 'architectures' as well.

Being a president is being a CEO, essentially.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

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.

Leaders of companies of any size, at any stage of development spend a lot of time focused on growing the business. We develop our game plan and ensure that we are optimally executing on our objectives. We concentrate on looking forward.

In a startup car company, everything you do has to be done in a different way than a traditional car company. And the main reason is that all of these big car companies are operating like giant well-oiled machines - you could put a very seasoned executive in, and all he has to do is make sure the machine keeps running.

The Spectator' has to be managed and people have to report. We all have bosses in this world and that's true of 'The Spectator' too.