Manpower Importance Quotes

You can defend your kingdom, or you can defend your people, Majesty. You don’t have the manpower to do both at once.” “People are more important than land.

We can't have your people fighting each other," I said. The 'royal we' is very important in police work; it reminds the person you're talking to that behind you stands the mighty institution that is the Metropolitan Police, robed in the full majesty of the law and capable, in manpower terms, of invading a small country. You only hope when you're using that term that the whole edifice is currently facing in the same direction as you are.

He moved his arm so that she could rest against his chest. “All the time. The FBI loves overwhelming people with manpower and firepower.” “Good.” In her drowsy state, this suddenly was very important to her, knowing that he was as safe as possible while doing his extraspecial agent thing. Her eyes felt heavy, so she decided to shut them for just a teeny tiny moment. The last thing she remembered was feeling Vaughn’s fingers stroking up and down on her arm in a light, soothing caress.

Morale, my boy, is what counts. Man-power and tonnage and fire-power are important, of course, but morale has won every war in history. And our morale right now is higher than a cat’s back—higher than any time since John Paul Jones—and getting higher by the day.

Mughals to the importance of sea power. The Mughals had a predominantly continental outlook. Preoccupation with cavalry warfare blinded the Indian rulers to the maritime challenge of the European powers. The Mughals would only take an enemy seriously if he confronted them with large contingents of cavalry. Thus, they neglected the Indian Ocean as the most important element of the total Indian environment. They knew the monsoon would not permit a sustained maritime invasion of India. Thus, a maritime invader would find his supply lines cut in a short time-frame. The European powers, however, never attempted such an invasion. India itself had a huge military manpower pool with a mercenary orientation. It generally flocked to the banner of whichever local ruler paid the best. The European success lay in nativisation. They built up their military contingents in India by drilling local infantry troops who were far less expensive to maintain but in the end proved fatal to the Indian cavalry.

Drafting conscript workers was one thing. But unless they were adequately fed they were useless. There was no industry in the 1940s in which the correlation between labour productivity and calorific input was more direct than in mining.91 But after 1939 the food supply in Western Europe was no less constrained than the supply of coal.92 As was true of Germany, the high-intensity dairy farms of France, the Netherlands and Denmark were dependent on imported animal feed. Grain imports in the late 1930s had run at the rate of more than 7 million tons per annum mostly from Argentina and Canada. These sources of supply were closed off by the British blockade. In addition Western Europe had imported more than 700,000 tons of oil seed.93 Of course, France was a major producer of grain in its own right. But French grain yields depended, as they did in Germany, on large quantities of nitrogen-based fertilizer, which could be supplied only at the expense of the production of explosives. And like German agriculture, the farms of Western Europe depended on huge herds of draught animals and on the daily labour of millions of farm workers. The removal of horses, manpower, fertilizer and animal feed that followed the outbreak of war set off a disastrous chain reaction in the delicate ecology of European peasant farming. By the summer of 1940, Germany was facing a Europe-wide agricultural crisis.

The importance of the bureaucratic link and the source of power-the divine king-and the actual human machines that performed the works of construction or destruction can hardly be exaggerated: all the more because it was the bureaucracy that collected the annual taxes and tributes that supported the new social pyramid and forcibly assembled the manpower that formed the new mechanical fabric. The bureaucracy was, in fact, the third type of 'invisible machine'-one might call it a communications-machine-co-existing with the military and labor machines, and an integral part of the final totalitarian structure.

The empire, therefore, depended entirely on extortion and force. Not only did military campaigns increase the wealth of the state by acquiring more arable land, but plunder was an important supplementary revenue, and prisoners of war provided valuable manpower. It may therefore seem strange that the first three Mauryan emperors were patrons of nonviolent sects.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

We have just been seeing political power concerned to break a "clandom" which preceded it in time. Let us now see how it behaves in regard to a clandom which is its contemporary. It may be said in effect, paraphrasing Shakespeare: "Monarchy and feudal aristocracy are two lions born on the same day." There was something of an act of piracy about the foundation of the European states. The Franks who conquered Gaul, the Normans who conquered England and Sicily, and even the Crusaders who went to Palestine, all behaved like bands of adventurers, dividing the spoil. What was there to divide? First of all, the ready cash. Afterwards, there were the lands; no deserts, these, but furnished with men whose labor was to maintain the victor. To every man, then, his share in the prize. And there we have the man-at-arms turned baron. This is shown to the evolution of the world of the word baro, which in Germany meant "freeman" and in Gaul denoted the name of the class. There the remains for seizure the apparatus of state, which there was one: naturally it is the share of the chief. But when a barbarian like Clovis found himself confronted with the administrative machine of the Late Empire, he did not understand it. All he saw in it was a system of suction pumps, bringing him a steady flow of riches on which he made merry with no thought for the public services for which these resources were intended. In the result, then, he divided up along among his foremost companions the treasure of the state, whether in the form of lands or fiscal revenues. In this way, civilized government was gradually brought to ruin, and Gaul of the ninth and 10th centuries, was reduced to the same condition as that in which William of Normandy was to find England of the 11th. There was imposed the system of barbarian government known as government by retainers. Let the Charlemagne use as points d'appui of Power, the influential men who are already on the spot, or let William create his own influential men by a share-out of big fiefs in England - it was all one. The important thing to note is that the central authority appoints as its representatives in a given district either the chief proprietors of the soil who were there already, or those whom it sets up in their place. By a slant common to the barbarian mind, or rather by an inclination which is natural to all men, but in barbarians encounters no opposing principle, these influential men soon confound their function with their property and exercise the former as though it were the latter. Each little local tyrant then becomes legislature, judge and administrator of a more or less extensive principality; and on the tribute paid by it he lives, along with his servants and his men-at-arms. Power thus expelled soon returns, however, under the spur of its requirements. The resources at his disposal are absurdly out of proportion to the area, which depends on it and to the population, which calls it the sovereign. The reason is that the manpower has been taken over by the barons. What was in other days a tax is now a feudal due. The only way is to rob the baronial cell of its withheld resources. That is why monarchy establishes townships on the confines of the baronial lands; they act as cupping-glasses, drawing away the best elements in the population. In that way, the barons will get fewer villeins, and the king more bourgeoisie who will be grateful for the franchises conferred on them and will help the king in his necessities from their purses.

As you grow from $1 million to $5 million in revenue, you are going to hit some badlands, and you are going to need some resources. The most important resource you will need is extra manpower. It doesn’t matter what business you’re in. You have to take care of those eight functional areas no matter what size your business is.

Ideas gain power precisely when they become useful to an important segment of society—when they support the interests of that group or provide it with a favorable interpretation of the world. To be effective weapons, ideas must be more than brilliant or insightful. They must be refined into easily understood form, applied to the issues that people care about, and repeated through multiple channels to diverse audiences until they appear self-evident. That unglamorous work requires money and manpower, which will rarely be expended without the expectation of some return.

Additional manpower doesn’t always speed things up,” said Kelly. “Yes, perspiration is important. But it’s also true that nine women can’t have a baby in a month.

Have a seat right here, ma'am! Please watch your step. If you'll have a seat, I'll bring your food to you." "Thank you! It's so nice that you have a restaurant that can accommodate our baby stroller." "Would you like me to bring you a spoon, along with chopsticks?" "Please! That would be great." "Oh my gosh, that girl isn't the shrinking violet she looks like either! That is some confident and conscientious service for someone her age!" "The ideal for customer service is 100 percent satisfaction from all customers... but the reality of limited time and manpower makes it difficult. When things are at their most crowded, you must calm yourself... Consider everything a customer may want, and then prioritize what is most important for whom!" "Now is when I have to make the best use of everything I learned over Stagiare Week!

Morals and Ethics Values Express the manner in which the organization adopts universal values of morals, personal ethics and professional ethics. Social and Community Values Express the way the organization perceives its commitment to the society and the community in which it operates. Central Inner Values These values are those principles governing the inner culture of the organization, and they are expressed in the decision making processes and the manner of conduct. When people in the organization speak about inner values, those usually appear in sentences such as “it is customary for us to …” or “For us, the most important thing is …” or simply "THIS is how we do things here". These values express the manner in which the organization operates regardless of outer influences. It is expected that managers and workers should express and manifest the value in their daily behavior, and most often this is a basic condition for advancement within the organization. Functional Values Functional values are the leading principles of action by which the organization operates in each one of the main functions (manpower, research and development, Logistics etc.). These, too, are a type of inner values, but quite often their nature is more ‘operative’ than ‘cultural’. Central External Values External values express the value received by the client. Whether we speak of a n individual or an organization, we are all required to give something in return for the things we want and need. That ‘something’ that we give others is the external value. The things through which we get most of the results from outside, those are the central external values.