Office Setup Quotes

Left-wing progressivism” and “managerialism” are synonymous since the solutions of the former always involve the expansion of the latter. To stay with the example of LGBT causes, these may seem remote from something as technical as “managerialism” but consider the armies of HR officer, diversity tsars, equality ministers, and so on that are supported today under the banner of “LGBT” and used to police and control enterprises. The “philanthropic” endeavours of the Ford Foundation in this regard laid the infrastructure and groundwork to setup new power centres for managerialism under the guise of this ostensibly unrelated cause. Similar case studies can be found in issues as diverse as racial equality, gender equality, Islamist terrorism, climate change, mental health, and the management of the COVID-19 pandemic. The LOGIC of managerialism is to create invisible “problems” which can, in effect, never truly be solved, but rather can permanently support managerial jobs that force some arbitrary compliance standard such as “unconscious bias training”, “net zero carbon”, the ratio of men and women on executive boards or whatever else.

the terrible irony is that when our current job turns out to provide neither much money nor much fun, we think we can solve the problem by getting a better job. So it goes on: an endless cycle, a miserable set-up, as satirized brilliantly in the UK sitcom The Office.

French said: “It’s like this with us, baby. We’re coppers and everybody hates our guts. And as if we didn’t have enough trouble, we have to have you. As if we didn’t get pushed around enough by the guys in the corner offices, the City Hall gang, the day chief, the night chief, the Chamber of Commerce, His Honor the Mayor in his paneled office four times as big as the three lousy rooms the whole homicide staff has to work out of. As if we didn’t have to handle one hundred and fourteen homicides last year out of three rooms that don’t have enough chairs for the whole duty squad to sit down in at once. We spend our lives turning over dirty underwear and sniffing rotten teeth. We go up dark stairways to get a gun punk with a skinful of hop and sometimes we don’t get all the way up, and our wives wait dinner that night and all the other nights. We don’t come home any more. And nights we do come home, we come home so goddam tired we can’t eat or sleep or even read the lies the papers print about us. So we lie awake in the dark in a cheap house on a cheap street and listen to the drunks down the block having fun. And just about the time we drop off the phone rings and we get up and start all over again. Nothing we do is right, not ever. Not once. If we get a confession, we beat it out of the guy, they say, and some shyster calls us Gestapo in court and sneers at us when we muddle our grammar. If we make a mistake they put us back in uniform on Skid Row and we spend the nice cool summer evenings picking drunks out of the gutter and being yelled at by whores and taking knives away from greaseballs in zoot suits. But all that ain’t enough to make us entirely happy. We got to have you.” He stopped and drew in his breath. His face glistened a little as if with sweat. He leaned forward from his hips. “We got to have you,” he repeated. “We got to have sharpers with private licenses hiding information and dodging around corners and stirring up dust for us to breathe in. We got to have you suppressing evidence and framing set-ups that wouldn’t fool a sick baby. You wouldn’t mind me calling you a goddam cheap double-crossing keyhole peeper, would you, baby?” “You want me to mind?” I asked him. He straightened up. “I’d love it,” he said. “In spades redoubled.

I just slipped into my mother’s office to look at the names of my new peer helpers, and I’m so happy! Your name is on the list! I thought maybe I’d scared you by coming right out and asking you to apply. I realize it’s an unusual setup, but try not to think of it as my parents offering to pay people to be my friend. I know there’s something unsettling and prideless in that. I prefer to think of it this way: my parents are paying people to pretend to be my friend. This will be much closer to the truth, I suspect, and I have no problem with this. I’m guessing that a lot of people in high school are only pretending to be friends, right? It’ll be a start, I figure.

hardening steel, yet anyone could go out and dig up as much of it in the hills of the New Territories as he or she could carry on a flat basket balanced on the head to the big shed where it was bought clandestinely. I found this out when I was hunting wood pigeons and I brought it to the attention of people purchasing wolfram in the interior. No one was very interested and I kept bringing it to the attention of people of higher rank until one day a very high officer who was not at all interested that wolfram was there free to be dug up in the New Territories said to me, ‘But after all, old boy, the Nam Yung set-up is functioning you know.’ But when we shot in the evenings outside the women’s prison and would see an old Douglas twin-motor plane come in over the hills and slide down toward the airfield, and you knew it was loaded with sacked wolfram and had just flown over the Jap lines, it was strange to know that many of the women in the women’s prison were there for having been caught digging wolfram illicitly.

In 2012, a man accidentally shot himself in the hand, and was treated at the nearby hospital. When the authorities were investigating the incident, the man admitted that he was unfamiliar with his handgun, and did not know how to safely handle the gun, or the several other guns that he confessed to having in his home.   After the man was treated, him and his wife were planning to return to their home. The officers asked for consent to go to their home to investigate the incident, and to also unload the guns for obvious safety concerns.   The couple quickly agreed, and as soon as the officers arrived at their home, they noticed a strong smell of marijuana. The smell increased as they walked up the stairs, and the officers soon discovered a room filled with marijuana plants on the second floor, as well as a closet with plants being dried, and a second room with more marijuana.   Strangely enough, the husband tried to deny knowing about the setup, and told police that only his wife ever accessed the second floor of their home, even though his personal belongings were scattered throughout the area.

Plain and simple, marketing is about nothing more than getting your product or service in front of likely buyers in a positively memorable way. Although there have been thousands of books written about marketing, that really is all that it’s about. When starting a business or growing your existing business, you must come to grips with the fact that marketing is SUPER IMPORTANT. In fact without effective marketing and a steady stream of customers, nothing else about your business really matters. The fancy LLC you just setup doesn’t matter. The super-detailed “Operating Agreement” doesn’t matter. The S-Corp you formed doesn’t matter and the new office space you just built out doesn’t matter either. Poor marketing makes people poor. Great marketing makes people rich.

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But I bet they don’t know what I saw.” Puller sat down in a chair next to her bed. “So why don’t you tell me what that was?” Knox glanced at the glass door to her room and saw a police officer, a man in a suit, and a burly MP standing guard there. “They’re not taking any chances with you,” he said, following her gaze. “Cops, FBI, and the military.” She turned back to Puller and slowly but clearly told him what she had seen. The van, the kid, everything. “So it was a deliberate setup the whole way,” Puller concluded. “It appeared to be. But why target Carter?” “Well, he heads up an important part of our nation’s defenses. He’s a target just by virtue

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Going to the office wasn't as pleasant lately, Sam thought, as he made his way through the back entry to the detectives' division. There weren't so many people there that day, and it seemed like a lot of them were avoiding the place, just staying away as much as they could. He could understand that. After almost ten years as a Denver cop, Sam was sick of seeing what humanity was really capable of. He had grown up reading cop stories, always seeing how the cops would save the day, watching them rescue the innocent and punish the guilty every week on TV, until he finally knew that he had to be one himself. After a short stint in the Army that never even got him out of the country, he'd come home and applied for the academy. He'd been accepted, and that was the start of an illustrious career. Now, it was all he could do to drag himself out of bed in the mornings, make himself come in and see what new horrors he'd have to deal with. The past four months he'd been on loan to the DEA, and they'd made some big drug busts, shut down some of the most evil purveyors of sin and death that ever lived, but they were like the mythical hydra—as soon as you cut off one of its heads, three more grew back to take its place. Sam wanted to stop cutting off heads and find the creature's heart, but there was almost no evidence as to where that heart might be. They knew there was something big behind the drug operations in the city, but it was so well organized and so carefully designed that no one seemed to have any idea where or how to find it. His cell rang as he sat down at his desk, and he saw his partner's number. Dan Jacobs was already out on his station, watching one of the dealers they'd identified the day before. “Yo,” Sam answered. “Sam, it's Dan. I been thinkin', and it seems to me that we might be lookin' in the wrong direction, y'know?” Sam blinked a couple of times. “Danny, I've been awake for about fifteen minutes, and haven't even opened my Starbuck's yet. What the heck are you talkin' about?” “I'm sayin', maybe we're goin' about this all the wrong way, tryin' to find dealers and trail 'em, follow the tracks up the ladder. There's something about this whole setup that smacks of serious organization, something big enough to hide in plain sight, know what I mean? If it's that well laid out, we can follow minions all day long, we're never gonna find the top guy, because they don’t ever see the top guys.” Sam nodded. “Yeah, you're probably right,” he said, “but unless you got a crystal ball lead on where else to go, I don’t know what good it's doin' us. Where else we gonna find any leads at all? Got a clue, there?” “Maybe,” Dan said. “We've been tailing a lot of these clowns the past few weeks, right? Have you noticed one thing they all do the same?” Sam thought about it, but nothing jumped out at him. He looked at it from a couple of different angles, then shook his head. Into the phone, he said, “Nope. So, what is it?” “Facebook. No matter what else they're doin', these bastards never miss checking in on Facebook every day, several times a day. They go on, look at what people are sayin' on their pages, sometimes they answer and sometimes they don't, and then they go back to their drug dealin' ways.” Sam rubbed his temple. “Dan, everyone does that. Everyone on freakin' earth is on Facebook, and always checkin' it out. That's just part

decisions were made in New York. Although the office furniture, office sizes, and set-up of cubicles were the same, the culture at Goldman in Hong Kong was different from what I experienced in New York. The Hong Kong office operated in a separate world. At the time, very few senior bankers from New York came for an extended period of time. Senior partners would jet in and jet out. Because Goldman was concerned about quality of execution, any deal of meaningful importance typically had a New York or London banker assigned to it.

Harry had told me his boss had taken him to Damask Rose to “celebrate” the night Harry had met Yukiko. If the girl had been a setup, Harry’s boss must have been complicit. I chewed on that. I thought about going to the guy. I could find out his name, where he lived, brace him one morning on his way to the office.

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

The Monopoly experiment wasn’t the most rigorous science ever, and Piff never published it—although the study was later replicated by others and used in his popular TED Talk, “Does Money Make You Mean?” But his observations were consistent with a large and growing body of work by Piff and various colleagues. Inside and outside the lab, in a host of experiments deploying a multitude of setups, these researchers have found that people of higher socioeconomic status, compared with those lower down the ladder, are more self-oriented and less attuned to the needs of others. They are more willing to behave unethically in their own self-interest: to lie during negotiations, misreport the results of a dice game that results in a prize, or express willingness to steal from an employer—pilfering food from a restaurant where they work, for instance, or taking a ream of office paper for home use. “Lower-class” participants proved equally willing to do such things only when the goal was to help someone else, such as swiping the restaurant food for a hungry friend.

When deciding what sort of business you want to put your money in, you have many factors to look at or to consider because you don't want your hard-earned money - where you spent blood, sweat, and tears, to go to waste. We believe that Corporate Culture is one massive screen to look at when you're deciding where to put your money. The way it can affect the investment performance of a company share price, which means your profitability, is of great importance.Corporate Culture refers to the beliefs and behaviors of the people in the company that organically developed over time. It show's how the management and it's employees handle or interact with outside business transactions. It is reflected in a company's environment - office set-up, business hours, dress code, employee benefits, client treatment and satisfaction, and all the other aspects of operation.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

It was birthright time, goddamnit. Though the recession was still hovering over the city, I didn't let it detour me. I began getting up at 5:00 a.m. and hustling over to the factories. Right on the entrance gate to the personnel office was a sign that read NO APPLICATIONS. Undaunted, I would stride forward. Don't play games with me, GM. My name is Hamper. Surely you remember that loyal, long-suffering clan. Just show me to my setup and everything will be fine.

Wall Street: I’d start carrying guns if I were you.      Your annual reports are worse fiction than the screenplay for Dude, Where’s My Car?, which you further inflate by downsizing and laying off the very people whose life savings you’re pillaging. How long do you think you can do that to people? There are consequences. Maybe not today. Or tomorrow. But inevitably. Just ask the Romanovs. They had a nice little setup, too, until that knock at the door.      Second, Congress: We’re on to your act.      In the middle of the meltdown, CSPAN showed you pacing the Capitol floor yapping about “under God” staying in the Pledge of Allegiance and attacking the producers of Sesame Street for introducing an HIV-positive Muppet. Then you passed some mealy-mouthed reforms and crowded to get inside the crop marks at the photo op like a frat-house phone-booth stunt.      News flash: We out here in the Heartland care infinitely more about God-and-Country issues because we have internal moral-guidance systems that make you guys look like a squadron of gooney birds landing facedown on an icecap and tumbling ass over kettle. But unlike you, we have to earn a living and can’t just chuck our job responsibilities to march around the office ranting all day that the less-righteous offend us. Jeez, you’re like autistic schoolchildren who keep getting up from your desks and wandering to the window to see if there’s a new demagoguery jungle gym out on the playground. So sit back down, face forward and pay attention!      In summary, what’s the answer?      The reforms laws were so toothless they were like me saying that I passed some laws, and the president and vice president have forgotten more about insider trading than Martha Stewart will ever know.      Yet the powers that be say they’re doing everything they can. But they’re conveniently forgetting a little constitutional sitcom from the nineties that showed us what the government can really do when it wants to go Starr Chamber. That’s with two rs.      Does it make any sense to pursue Wall Street miscreants any less vigorously than Ken Starr sniffed down Clinton’s sex life? And remember, a sitting president actually got impeached over that—something incredibly icky but in the end free of charge to taxpayers, except for the $40 million the independent posse spent dragging citizens into motel rooms and staring at jism through magnifying glasses. But where’s that kind of government excess now? Where’s a coffee-cranked little prosecutor when you really need him?      I say, bring back the independent counsel. And when we finally nail you stock-market cheats, it’s off to a real prison, not the rich guys’ jail. Then, in a few years, when the first of you start walking back out the gates with that new look in your eyes, the rest of the herd will get the message pretty fast.

Ten pages came through the fax, showing a very detailed road map of the eastern and mid-United States that showed every TSA Inspection Station location. Brian knew there were a lot, but it amazed him just how many there were. He could see there were also plenty of holes in their little set-up - many farm-to-market roads were not being watched. Brian realized that by utilizing only farm-to-market roads, it would take him a week to get back to Nebraska. Brian went to Doolittle’s office to drop off everything he had that was related to being a Secret Service agent. He found Doolittle’s secretary was the only one there. “Where’s Doolittle?” “He was let go. You can leave your stuff with me,

July had already been a busy month as Twitter had also moved into new offices: a fancy, modern, loftlike space with lots of windows and room to grow. Among the fun features they had added to the office (a living-room setup with a couch and video games, a large red phone booth, and a fully stocked kitchen with cereal and other snacks), Jack had suggested putting in a Radiohead room. “It can play Radiohead twenty-four hours a day!” he said excitedly when suggesting the idea.

The producer became the kingpin. He was the independent set-up inside the studio. The front office had nothing to say about it. He did what he wanted to do, functioning as an independent unit.