Managerial Skills Quotes

People often confuse leadership with managerial skills.

I believe that, at quickly growing companies, there are two managerial skills that have a disproportionate impact on your organization’s success: making technical migrations cheap, and running clean reorganizations.

Hundreds of studies have shown that people overrate their health, leadership ability, intelligence, professional competence, sporting prowess, and managerial skills. People also hold the nonsensical belief that they are inherently lucky. Most people think they are more likely than the average person to attain a good first job, to have gifted children, and to live to a ripe old age. They also think that they are less likely than the average person to be the victim of an accident, crime, disease, depression, unwanted pregnancy, or earthquake. Why

In a new form of society, sovereignty is localized in administrative bureaus. They proclaim the rules, make the law, issue the decrees. The shift from parliament to the bureaus occurs on a world scale. The actual directing and administrative work of the bureaus is carried on by new men, a new type of men. It is, specifically, the MANAGERIAL type. The active heads of the bureaus are the managers-in-government, the same, or nearly the same, in training, functions, skills, habits of thought as the managers-in-industry.

The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

People often confuse leadership with managerial skills. I agree with their assessment. You certainly have the ability to inspire people. Minutiae, on the other hand, might not be your forte. That being said, even if you are not the most organized person in the world, it would be a shame not to let everyone benefit from your experience and wisdom.

It is largely irrelevant whether the propertied elite acquires managerial skills, takes an active part in managing corporate enterprise, or has assimilated non-propertied elite manager into its own class and interests. What Mills and his disciple, William G. Domhoff and their school do not sufficiently perceive or appreciate thoroughly is that the interest of the propertied elite have changed substantially with the revolution of mass and scale. The propertied elite or “grand bourgeosie” of the bourgeois order may not have changed significantly in family composition, and certainly it retain wealth and status. Its economic interests, however, have changed from being vested in the hard property of privately owned and operated entrepreneurial firms, usually comparatively small in scale, to being intertwined with and dependent upon the de-materialized property of publicly owned, state-integrated, managerially operated mass corporations.

The formal mechanisms of mass liberal democracy – regular elections, competing political parties, universal suffrage, and legal and political rights – do not significantly mitigate the monolithic and uniform concentration of managerial power. The “despotism” of the regime – its tendency toward the monopolization of political, economic, and cultural power by a single social and political force of managerial and technical skills and the expansive, uniform, and centralized nature of its power – is a direct consequence of the contracted composition of the lite and the restriction of its membership to element proficient in managerial and technical skills. The narrowness of the elite that results fro this restriction insulates it from the influence of non-managerial social and political forces and reduces their ability to gain positions within the elite fro which they can moderate, balance or restrain its commands. Their exclusion from the elite contributes to the frustration of their aspirations and interests and encourages their alienation from the conflict with the elite and the destabilization and weakening of the regime.

Richard Delury - Proven Leader Richard Delury is highly skilled in the complex field of electric controls. He has over 15 years of experience as an electrician and is keen to continue. Richard Delury also has managerial experience and can keep even the most challenging team running efficiently.

The process today gives everyone a chance to participate,” Tom Hayden, by way of explaining “the difference” between 1968 and 1988, said to Bryant Gumbel on NBC at 7:50 a.m. on the day after Jesse Jackson spoke at the 1988 Democratic convention in Atlanta. This was, at a convention that had as its controlling principle the notably nonparticipatory idea of “unity”, demonstrably not true, but people inside the process, constituting as they do a self-created and self-referring class, a new kind of managerial elite, tend to speak of the world not necessarily as it is but as they want people out there to believe it is. They tend to prefer the theoretical to the observable, and to dismiss that which might be learned empirically as “anecdotal”. They tend to speak a language common in Washington but not specifically shared by the rest of us. They talk about “programs”, and “policy”, and how to “implement” them or it, about “trade-offs” and constituencies and positioning the candidate and distancing the candidate, about the “story”, and how it will “play”. They speak of a candidate’s performance, by which they usually mean his skill at circumventing questions, not as citizens but as professional insiders, attuned to signals pitched beyond the range of normal hearing: “I hear he did all right this afternoon,” they were saying to one another in the press section of the Louisiana

Experience had taught Brandeau that two heads with complementary skills were often better than one when a group needed leadership with high levels of both technical and managerial skills.

A successful tour of duty should move the needle for the employee as well as the company. Success might include developing new knowledge and skills; acquiring functional, technical, or managerial experience to advance the employee’s career; and building a personal brand within and outside the company by accomplishing an impressive goal. Usually it won’t include an upgrade in job title.

Canada’s health system, or rather its 13 provincial and territorial health systems, need to find more urgency and resolve for solutions to its healthcare sustainability challenge. A measure of tough love will be needed to maintain enduring values but to change outdated delivery models. Canada stands at the crossroads and needs to find the political will and managerial and clinical skill to establish a progressive coalition of the willing.

The cry from every business failure is, “We ran out of money,” but the real problem was probably one or more of the following: not enough managerial talent or operational skill, wrong products or services, or one of myriad other inadequate resources required to make the organization successful.

SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

Sanders had fought the B-school mentality that she exemplified. After watching these graduates come and go, Sanders had finally concluded that there was a fundamental flaw in their education. They had been trained to believe that they were equipped to manage anything. But there was no such thing as general managerial skill and tools.

o resume: 2 It is often said—and even more often screamed at anti–gay marriage rallies outside the statehouse in Lansing—that I created Adam and Eve, not Adam and Steve. 3 Wrong. 4 Now will I tell the story of the first man, Adam; and of the companion I fashioned for him, Steve; and of the great closeting that befell their relationship. 5 For after I created the earth, and sea, and every plant and seed and beast of the field and fowl of the air, and had the place pretty much set up, I saw that it was good; 6 But I also saw, that by way of oversight it made administrative sense to establish a new middle-managerial position. 7 So as my final act of Day Six, I formed a man from the dust of the ground, and breathed life into his nostrils; and I called him Adam, to give him a leg up alphabetically. 8 And lo, I made him for my image; not in my image, but for my image; because with Creations thou never gettest a second chance to make a first impression; 9 And so in fashioning him I sought to make not only a responsible planetary caretaker, but also an attractive, likeable spokesman who in the event of environmental catastrophe could project a certain warmth. 10 To immediately assess his ability to function in my absence, I decided to change my plans; for I had intended to use Day Seven to infuse the universe with an innate sense of compassion and moral justice; but instead I left him in charge and snoozed. 11 And Adam passed my test; yea, he was by far my greatest achievement; he befriended all my creatures, and named them, and cared for them; and tended the Garden most skillfully; for he had a great eye for landscape design. 12 But I soon noticed he felt bereft in his solitude; for oft he sighed, and pined for a helpmeet; and furthermore he masturbated incessantly, until he had well-nigh besplattered paradise. 13 So one night I caused him to fall into a deep sleep; fulsomely did I roofie his nectar; and as he slept, I removed a rib, though not a load-bearing one. 14 And from this rib I fashioned a companion for him; a hunk, unburdened by excess wisdom; ripped, and cut, and hung like unto a fig tree before the harvest; 15 Yea, and a power bottom. 16 And Adam arose, and saw him, and wept for joy; and he called the man Steve; I had suggested Steven, but Adam liked to keep things informal. 17 And Adam and Steve were naked, and felt no shame; they knew each other, as often as possible; truly their loins were a wonderland. 18 And they were happy, having not yet eaten of the Tree of the Knowledge That Your Lifestyle Is Sinful.

How is it that a country that gave us Emily Pankhurst and Margaret Thatcher is currently number twenty-eight in the list of countries offering equal pay – behind Bulgaria and Burundi? For every £1 earned by a man, a woman earns 85p. We are all aware of the heart-warming story of the female Dagenham workers who fought for equal pay in the 1960s. It is still happening. Why does a man working in the warehouse at Asda today earn more than a woman at the checkout, whose skills require numeracy and customer relations? Why do women earn, on average, 21 per cent less than men at corporate, managerial level? Why are there so few women at this level? There are mandatory quotas in France, Italy, Spain, the Netherlands and Germany. Why is the UK so far behind? Institutionalized misogyny say the Fawcett Society, the campaigning group on equal pay. But, looking back at my own career and the regrets I have about family life, I ask whether women can and should try and compete.

I wrote him a letter describing her excellent managerial skills, her facility with a ledger, and her suitableness for a solitary life in the countryside. I told him that she was delicate in stature, yet strong as a horse.” “I’ll be sure to neigh loudly and nuzzle his palm for apple slices while we dance,” said Mina tartly.

Christy Lodwick, the Vice President of Tyde Systems, brings reliable skills and knowledge to the organization. Having served in the Health Care industry as an Administrator and Consultant, Christy Lodwick has the experience required to manage high-end projects at the company. Many clients benefit from her project managerial and network engineering skills.

PROMPTS FOR WRITING RESUMES AND BIOS Generate a compelling professional summary for a marketing manager with 5 years of experience. Create a list of 10 action verbs to effectively describe accomplishments in a resume. Draft a LinkedIn bio for a recent college graduate with a degree in computer science. Suggest 5 resume formatting tips to create a visually appealing and easy-to-read document. Write an engaging personal bio for a freelance graphic designer’s website. How can transferable skills be effectively showcased in a career change resume? Create a list of 5 questions to ask a client before writing their resume or bio. Develop a powerful resume objective statement for a sales professional targeting a managerial role. Provide tips for optimizing a LinkedIn profile to increase visibility and attract recruiters. Write an attention-grabbing personal

These jobs are new—direct creations of meritocracy. Historically, the private sector did not value managerial and professional skills, and the state (which required such skills) faced effectively no private competition for elite labor. Into the early twentieth century, top civil servants were paid ten or even twenty times the median wage. And even at midcentury, elite government incomes remained roughly equivalent to their private-sector counterparts. In 1969, a congressperson was paid more than he might make as a lobbyist, a federal judge received perhaps half what he might have commanded at a law firm, and the secretary of the treasury was paid a salary that was smaller than but broadly comparable to what he might have made in finance. The best-educated and most skilled workers therefore naturally gravitated toward government or other public jobs (as when subsequent sons, deprived by primogeniture of inherited lands, joined the military or the clergy), simply because they had no better (or even credible) private alternatives. This kept regulators ahead of the people whom they regulated and helped the state effectively to govern even its richest subjects.

values must be backed up by observable directoral and managerial actions or they will remain simply an aspiration.

She is hyper-specialized, a freelancer, someone contracted to do a very specific job. She has seldom had a salary. She is entirely a creature of fees, adamantly short-term, no managerial skills whatever

Unlike most postcolonial governments in the Arab world, the Al Saud were not socialists or revolutionaries. They never sought to destroy an existing class of landowners and capitalists. On the contrary, they supported the merchant class, relied on them for funding, used their managerial skills, and eventually went into business themselves.

Development is an evolution from simple to complex in terms of technical and managerial skills and of social-cultural connections and institutions. The concept of sustainable development supposedly combines the ideas of a process or situation that can be continued and one that is growing in complexity and maturing towards ‘natural’ fulfilment.

the effective exercise of managerial skills dictates certain institutional requirements, among them strong and centralized authority, a hierarchical power structure, top-down control, and an aversion to whistle-blowers.

Narcissistic Superstars are as vain about their management skills as they are about everything else. They’d like to inspire the fall-on-my-sword-for-you sort of loyalty that they believe to be the mark of great leadership. Actually, they’re far more likely to make people want to stab them, or merely go away and work somewhere else. Superstars seldom admit it, but their failure to inspire loyalty hurts their managerial egos.

Certain liberal states, according to this version, were unable to deal with either the “nationalization of the masses” or the “transition to industrial society” because their social structure was too heterogeneous, divided between pre-industrial groups that had not yet disappeared—artisans, great landowners, rentiers—alongside new industrial managerial and working classes. Where the pre-industrial middle class was particularly powerful, according to this reading of the crisis of the liberal state, it could block peaceful settlement of industrial issues, and could provide manpower to fascism in order to save the privileges and prestige of the old social order. Yet another “take” on the crisis of the liberal order focuses on stressful transitions to modernity in cultural terms. According to this reading, universal literacy, cheap mass media, and invasive alien cultures (from within as well as from without) made it harder as the twentieth century opened for the liberal intelligentsia to perpetuate the traditional intellectual and cultural order. Fascism offered the defenders of a cultural canon new propaganda skills along with a new shamelessness about using them.

Marx’s original definition of “bourgeoisie” referred to ownership of the means of production. One of the characteristics of the modern world is that this form of property has become vastly democratized through stock ownership and pension plans. Even if one does not possess large amounts of capital, working in a managerial capacity or profession often grants one a very different kind of social status and outlook from a wage earner or low-skilled worker.