“A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures”

“Management of many is the same as management of few. It is a matter of organization.”

“The Management Process School : This approach to management theory perceives management as a process of getting things done through and with people operating in organized groups. It aims to analyze the process, to establish a conceptual framework for it, to identify principles underlying it, and to build up a theory of management from them. It regards management as a universal process, regardless of the type that the environment of management differs widely between enterprises and levels. It looks upon management theory as a way of organizing experience so that practice can be improved through research, empirical testing of principles, and teaching of fundamentals involved in the management process.”

“Dialectical analysis thus shows us that the management of organization, of society, and of personal life ultimately involves the management of contradiction.”

“I have myself taken a hand in propagating the virtues of workers’ partnership in the management and I strove hard to set up Joint Management Councils in as many establishments as possible both in the private and public sectors.”

“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.”

“"Stakeholder Management" as a concept, refers to the necessity for an organization to manage the relationships with its specific stakeholder groups in an action-oriented way.”

“It’s hard to perfect a happy song. Pharrell managed it. Stevie Wonder managed it. Bill Withers managed it. I haven’t managed it yet.”

“The typical organization is hierarchical, with workers answering to a manager, and that manager answering to a still-higher manager, and so on. The value of such hierarchies is obvious-it vastly simplifies communication among the employees. New employees need only one connection, to their boss, to get started. That's much simpler than trying to have everyone talk to everyone.”

“There are always “class or prestige” gaps between various levels of management. There are also functional gaps between working units of the organization. If we superimpose the management gaps on top of the functional gaps, we find that companies are made up of small operational islands that refuse to communicate with one another for fear that giving up information may strengthen their opponents. The {[w|project manager}}’s responsibility is to get these islands to communicate cross-functionally toward common goals and objectives.”