Reorganization Best Quotes

The very best way to make a change toward getting the life you want is by putting yourself into physical action. Believe it or not, every goal that you have for your life begins in your body. Exercise and physical movement have a way of reorganizing your cells.

The East Coast was running smoothly, but it now involved too much administration for him. The whole thing needed reorganizing, streamlining, and that wasn’t the best use of Johnson’s time or creativity

What if the formula “more stuff equals more happiness” is bad math? What if more stuff often just equals more stress? More hours at the office, more debt, more years working in a job I don’t feel called to, more time wasted cleaning and maintaining and fixing and playing with and organizing and reorganizing and updating all that junk I don’t even need. What if more stuff actually equals less of what matters most? Less time. Less financial freedom. Less generosity, which according to Jesus is where the real joy is. Less peace, as I hurry my way through the mall parking lot. Less focus on what life is actually about. Less mental real estate for creativity. Less relationships. Less margin. Less prayer. Less of what I actually ache for? What if I were to reject my culture’s messaging as a half-truth at best, if not a full-on lie, and live into another message? Another gospel?

In order to have a healthy mind, you need a healthy body (and vice versa). Find quiet time by yourself to prioritize, reflect, reorganize, and plan. In college it is very easy to get caught up in exams and extracurriculars. But it is important to stop every now and then, to just clear your mind of the stresses you have and think about the bigger picture. Ask yourself purposeful questions about your goals. Talking to others is important as well. In order to cope with the stresses of college life, you have to have a support system. Some of the best moments among college friends arise when people genuinely share their thoughts, without actively trying to impress each other. While it is perfectly normal to shift

Quotes and Comparison-2 Several quotes by various philosophers and figures, such as William Shakespeare, Winston Churchill, Albert Einstein, James Russell Lowell, Galileo Galilei, Bill Gates, Ernest Hemingway, Dale Carnegie, Aristotle, and Stephen Hawking, provide a critical comparison with a journalist and scholar Ehsan Sehgal Quotes. 7. I choose a lazy person to do a hard job. Because a lazy person will find an easy way to do it. Bill Gates A lazy one remains only the lazy, whether one provides only difficult or non-difficult ways; the problem is laziness, not the nature of matter. Ehsan Sehgal 8. Don't compare yourself with anyone in this world. If you do so, you are insulting yourself. Bill Gates You may compare yourself with others in the world to correct your flaws and do your best to become unique. Without that, you learn nothing. Ehsan Sehgal 8. If you are born poor it's not your mistake, But if you die poor it's your mistake. Bill Gates As a nature, each one is born equal, the world divides that into the classes for its motives. It is not a mistake; one is born and dies, rich or poor. It is one's fate since the world runs with it. Ehsan Sehgal 9. As a writer, you should not judge. You should understand. Ernest Hemingway As a writer, you should judge and observe; it leads you to understand. Ehsan Sehgal 10. Feeling sorry for yourself, and your present condition is not only a waste of energy but the worst habit you could possibly have. Dale Carnegie Feeling sorry for oneself demonstrates the way of realizing the tragedies and mistakes of life that may soften the burden of the pain, looking forward with the best efforts. Indeed, sorry is a confession, not a waste of time. Ehsan Sehgal 11. The United Nations was set up not to get us to heaven, but only to save us from hell. Winston Churchill The States of the World reorganized the intergovernmental organization the League of Nations as the United Nations, not for saving us from hell but for bringing us to hell, obeying the Veto Drivers. However, be sure that changing all the long-standing objects, subjects, figures, systems, and monopolies will create a way of peace and heaven. Ehsan Sehgal 12. Pleasure in the job puts perfection in work. Aristotle Pleasure in whatever subject shows willingness and accuracy, not perfection since humans are incapable of that. 13. Dignity does not consist in possessing honours, but in deserving them. Aristotle Sober character, honest conduct, and sweet talk entitle a person to real dignity, nothing else. Ehsan Sehgal 14. You will never do anything in this world without courage. It is the greatest quality of the mind next to honour. Aristotle Indeed, without concrete action, courage collapses and stays dishonored and unvalued since alone courage establishes nothing. Ehsan Sehgal 15. Look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. Stephen Hawking Before observing the stars, first, one should also maintain a foot position for safety so that one can confidently focus on the mysteries and science of the universe; indeed, curiosity reaches and reveals the realities of that. Ehsan Sehgal

There are two best kinds of reorganizations: The one that solves a structural problem. The one that you don’t do. There is only one worst kind of reorg: the one you do because you’re avoiding a people management issue.

They were reorganizing, as they called it. In the silence of their offices, well-educated, well-brought-up young men from the best families in the country were examining all sides of the matter in a quest for greater efficiency. What emerged from their learned cogitations were hare-brained schemes that found expression every week in new rules.

The first thing to know is that grief is not a straight line. It doesn’t happen in “stages,” as is commonly thought; it happens in phases. The first phase is shock or disbelief; the middle phase is one of review, relinquishment, and great emotion; and the final phase is reorganization, integration, and acceptance.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

if you have mountains of complex data that you need to decipher, then you want the two or three best number crunchers that you can find, regardless of whether they can simultaneously walk and chew gum. On the other hand, if you are managing a big reorganization during which many sensitive decisions will have to be made, you would prefer to have someone on your team with good people skills and experience in implementing change.

Console Wars is a narrative account based on information obtained from hundreds of interviews. Re-creating a story of this nature, which draws from the recollections of a multitude of sources, can often lead to inconsistencies; particularly when dealing with industry competitors and especially when dealing with events that took place more than two decades ago. As such, I have re-created the scenes in this book using the information uncovered from my interviews, facts gathered from supporting documents, and my best judgment as to what version most closely fits the documentary record. In certain situations, details of settings and description have been altered, reconstructed, or imagined. Additionally, most of the dialogue in this book has been re-created based on source recollections of content, premise, and tone. Some of the conversations recounted in this book took place over extended periods of time or in multiple locations, but have been condensed, or reorganized in a slightly different manner, while remaining true to the integrity and spirit of all original discussions.

But partisanship isn’t just about politics anymore. Political disagreements these days are more about the fundamentals of life, which all Americans have a stake in. People care much more about race, culture, and how to best ensure physical security—for the country and for themselves—than they do about taxing and spending. Because political parties have reorganized themselves around these worldview-related preferences, Americans end up in parties pitted against people who are as unrecognizable to them personally as they are politically.

the extent to which Mormons wish to continue to dissociate themselves from any of the three major branches of Christianity makes it harder for them to credibly claim to be Christian at the same time. Imagine a young man raised in a not overly devout LDS home today who begins to go around describing a vision he had received in which he saw three identical looking men who identified themselves as Father, Son, and Holy Ghost. They instructed him to associate with no existing church but to await further revelation. Eventually an angel guides him to dig up silver tiles that are covered with writing he cannot read but looks a little like pictographs on totem poles. Later he announces he has been enabled by God’s Spirit to translate them. They tell the story of a group of Mormons who migrated to the Yukon in the late nineteenth century and who mingled with the Inuit there until they were all killed off except for one who had buried these tiles with their story engraved on them. Later God reveals to this young man extensive instructions for the founding of a new group restoring the original Mormonism of Joseph Smith, which had begun to be corrupted by Brigham Young, lost its moorings considerably in the mid-twentieth century, was reformed and improved by LDS church president Ezra Taft Benson but still needs a full restoration. After all, Joseph Smith died before he could pass on his authority to his divinely ordained successor, so no existing Mormons have true priesthood authority. The Salt Lake City-based Mormons, the rural Utah fundamentalist Mormons, and the Community of Christ (formerly the Reorganized Church of Jesus Christ of Latter-day Saints) are all illegitimate, and it is time to restore original Mormonism under the leadership of this upstart young man. Anyone who wants to be in God’s best graces has to be baptized into the new church this man is organizing, which is to be called the Restored Church of our Holy Lord Jesus Christ of Last-day Disciples. Existing Mormon baptisms are not good enough for membership in his church. Indeed, this new Restored Church is the one true church on the entire planet. At the same time, it wants to call itself Mormon and be treated as fully Mormon by the Quorum of the Twelve and the First Presidency in Salt Lake City, by all the renegade fundamentalist Mormons, and by the Community of Christ. What is the likelihood that anyone in these three groups would agree? Yet that is very close to how the rest of Christendom perceives, rightly or wrongly, the desires of the Church of Jesus Christ of Latter-day Saints.

First Proposed Solution: Two-Pizza Team Seeing that our best short-term solutions would not be enough, Jeff proposed that instead of finding new and better ways to manage our dependencies, we figure out how to remove them. We could do this, he said, by reorganizing software engineers into smaller teams that would be essentially autonomous, connected to other teams only loosely, and only when unavoidable. These largely independent teams could do their work in parallel. Instead of coordinating better, they could coordinate less and build more. Now came the hard part—how exactly could we implement such a tectonic shift? Jeff assigned CIO Rick Dalzell to figure it out. Rick solicited ideas from people throughout the company and synthesized them, then came back with a clearly defined model that people would talk about for years to come: the two-pizza team, so named because the teams would be no larger than the number of people that could be adequately fed by two large pizzas. With hundreds of these two-pizza teams eventually in place, Rick believed that we would innovate at a dazzling pace. The experiment would begin in the product development organization and, if it worked, would spread throughout the rest of the company.

General Sherman praised the shows as "wonderfully realistic and historically reminiscent." Reviews and the show's own publicity always stressed its "realism." There is no doubt it was more realistic, visually and in essence, than any of the competing Wild Wests. There were four other Wild West shows that year: Adam Forepaugh had one, Dr. A. W. Carver another; there was a third called Fargo's Wild West and one known as Hennessey's Wild West. Cody criticized all their claims and their use of the words "Wild West." He had copyrighted the term according to an act of Congress on December 22, 1883, and registered a typescript at the Library of Congress on June 1, 1885. The copyright title read: The Wild West or Life among the Red Man and the Road Agents of the Plains and Prairies-An Equine Dramatic Exposition on Grass or Under Canvas, of the Adventures of Frontiersmen and Cowboys. Additional copy was headed BUFFALO BILL'S "WILD WEST" PRAIRIE EXHIBITION AND ROCKY MOUNTAIN SHOW, A DRAMATIC-EQUESTRIAN EXPOSITION OF LIFE ON THE PLAINS, WITH ACCOMPANYING MONOLOGUE AND INCIDENTAL MUSIC THE WHOLE INVENTED AND ARRANGED BY W.F. CODY W.F. CODY AND N. SALSBURY, PROPRIETORS AND MANAGERS WHO HEREBY CLAIM AS THEIR SPECIAL PROPERTY THE VARIOUS EFFECTS INTRODUCED IN THE PUBLIC PERFORMANCES OF BUFFALO BILL'S "WILD WEST" Although the show's first year under enlarged and reorganized management had not been a financial success, at least one good thing had come from it. Also showing in New Orleans that winter had been the Sells Brothers Circus. One of its performers who had wandered over to visit the Wild West lot was Annie Oakley. The story of Annie Oakley's life was so much in the American grain that it might have come from the pen of Horatio Alger Jr., the minister turned best-selling author, who chronicled the fictional lives of poor boys who made good. Ragged Dick: or, Street Life in New York, Ragged Tom, and Luck Moses then married Dan Brumbaugh, who died in an accident shortly afterward, leaving another daughter. When she was seven, Annie frequently fed the family with quail she had caught in homemade traps, much as young Will Cody had trapped small game. In an interview she once said: "I was eight years old when I made my first shot, and I still consider it one of the best shots I ever

Izella shook her thoughts away again, trying to reorganize herself into the sister with the right answer. Best thing for everybody was no baby. No baby for Evangelist to know about, no baby to send Walter into the shakes, no baby to split Ola from a girl into a mama.

the best thing to do would be to reorganize everything so the resource with the least capacity would be first in the routings. All other resources would have gradual increases in capacity to make up for the statistical fluctuations passed on through dependency.

As I write this book to share my ideas, I continually strive for the best possible word choices, but sometimes find that words aren’t quite enough. As a passionate communicator, I will continue to shuffle, reorganize, and repattern my word choices in an attempt to communicate something that is clearly beyond words. While I may reach some people some of the time, I will never reach everyone all of the time.

Reorganization: If a bureaucracy does not work, it is not the fault of its organization. It’s the fault of its leadership. I worked for state government for 19 years, and we had a reorganization every year. No kidding. Some were big. Some were small. None produced anything but a lot of paperwork and anxiety. I have come to believe that reorganizations are almost always a waste of time. They are used to give the appearance of action when leaders don’t know what else to do. Reorganizations take two years out of the life any organization while people try to figure out their new jobs and how they fit into the new arrangement. There is almost nothing that needs to be done, that can’t be done with the existing organization if there is the will to do it. There are many other ways to shake up an organization and improve performance. The best way is to set performance expectations, use measures and track performance, as recommended in this very book. There are two reorganization pendulums that swing back and forth and drive cycles of one reorganization after another. This is the closest that scientists have come to identifying a perpetual motion machine: The change between centralized and decentralized structures: Move all functions to the central office. Two years later decentralize all functions back to the regional offices. The change between combined organizations and separate organizations: Put all children and family services in one department. Two years later, put all services back in the departments from which they came.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

There comes a point in life that you must inventory everything and everyone and reorganize. The choices will be hard you have to do what is best for you.

Just as African societies took aggressive advantage of the economic opportunities presented by the slave trade, they did the same with legitimate commerce. But they did so in a peculiar context, one in which slavery was a way of life but the external demand for slaves had suddenly dried up. What were all these slaves to do now that they could not be sold to Europeans? The answer was simple: they could be profitably put to work, under coercion, in Africa, producing the new items of legitimate commerce. One of the best documented examples was in Asante, in modern Ghana. Prior to 1807, the Asante Empire had been heavily involved in the capturing and export of slaves, bringing them down to the coast to be sold at the great slaving castles of Cape Coast and Elmina. After 1807, with this option closed off, the Asante political elite reorganized their economy. However, slaving and slavery did not end. Rather, slaves were settled on large plantations, initially around the capital city of Kumase, but later spread throughout the empire

when the Führer got out of prison and reorganized the Party and accepted only those he knew were faithful to him, that was the right principle. With that principle, selecting the best, nothing could stop us.

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