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Management Styles

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Collection of Management Style Quotes

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Management Styles

  1. 1. Practical and Simple Approaches to Successful Management Management Styles Prepared by: Jo B. Bitonio Philippines
  2. 2. Management Styles <ul><li>The Heart of the Matter </li></ul><ul><li>Good Enough Isn’t Good Enough </li></ul><ul><li>Trying Hard Isn’t Enough – Result Are What Counts </li></ul><ul><li>The Complacency Trap </li></ul><ul><li>Get Hot... Sometimes </li></ul><ul><li>Treat Everyone Alike, but Not the Same </li></ul>
  3. 3. Management Styles <ul><li>Be Kind To Those Coming In and Going Out </li></ul><ul><li>Resist Revenge </li></ul><ul><li>Success has Many Fathers; Failure Is an Orphan </li></ul><ul><li>Earning “A’s” as a Supervisor – Availability, Accessibility, Affability, Ability </li></ul><ul><li>Seeing and Believing </li></ul>
  4. 4. Management Styles <ul><li>Controlled Rage Can Be Useful </li></ul><ul><li>Protect Your Rear, Sharpen Your Elbows </li></ul><ul><li>When in Combat; Logic, Toughness and Mercy </li></ul><ul><li>Integrity and Involvement </li></ul><ul><li>The Mentor Relationship: (1) Find a Mentor; (2) Your “Children” and “disciples” Grow Up- Let them Go! </li></ul>
  5. 5. Management Styles <ul><li>It Pays To Care </li></ul><ul><li>You’ve Got to Believe </li></ul><ul><li>There’s More To Life Than Work </li></ul><ul><li>Work Can Be Fun – Laugh, Relax, Enjoy </li></ul><ul><li>When You Knock on Your Door, Is There Anyone Home? </li></ul><ul><li>Grow a Reasonable Thick Skin </li></ul>
  6. 6. Management Styles <ul><li>Nobody’s Perfect! </li></ul><ul><li>Think Before You Speak </li></ul><ul><li>Your Guardian Angel </li></ul><ul><li>Perceptions are as Important as Reality </li></ul><ul><li>You Can’t Take It With You </li></ul><ul><li>You’ve Got to Pay Your Dues </li></ul><ul><li>Are You Paying Enough Psychic Income? </li></ul>
  7. 7. Management Styles <ul><li>Is Anybody Listening- Are you Communicating? </li></ul><ul><li>Those Who Wear Well, Succeed </li></ul><ul><li>You Can’t Go Home Again </li></ul><ul><li>Beware of the High Achiever’s Disease </li></ul><ul><li>Motivation and Leadership Matters </li></ul><ul><li>To Thine Own Self… </li></ul>
  8. 8. Management Styles <ul><li>I Should Have Spent More Time at the Office </li></ul><ul><li>The Title Trap </li></ul><ul><li>The Ten Commandments of Management </li></ul><ul><li>Rightsize – Downsize If Necessary, but Remember the Victims and Survivors </li></ul>
  9. 9. Management Styles <ul><li>Leadership Now and in the Next Decade – Vision, Passion, Knowledge and Know-how </li></ul><ul><li>To Achieve Early Positive Notice at a New Position or Assignment – Look for Small Quick Victories </li></ul><ul><li>Watch Out For Being Only One Deep </li></ul><ul><li>Winding Down or Gearing Up – Do Not Go Quietly into the Night </li></ul>
  10. 10. Management Styles <ul><li>When Planning and Implementing Change, Consider Both Revolutionary and Evolutionary Approaches </li></ul><ul><li>The Motivating Factor – How Leaders Inspire Administrators </li></ul><ul><li>The Light at the End of the Tunnel </li></ul><ul><li>Where You Stand Depends on Where You Sit </li></ul>
  11. 11. Management Styles <ul><li>Success Comes to Those with High Tolerance for Ambiguity and Frustration </li></ul><ul><li>Know When You and Others Don’t Know </li></ul><ul><li>Take Principles of Management with Grains of Salt </li></ul><ul><li>Evaluate Yourself and Others </li></ul><ul><li>Grapple with the GRUBSNIGS </li></ul>
  12. 12. G RUBNIGS <ul><li>G roup pressure, citizen, good government, particular issue, professional, community, religious, racial, and ethnic. New groups or groups with new power constantly emerge, such as welfare clients and women's liberation. Their power and pressure -- from pickets to press headlines -- their competition, cooperation, and conflict -- to one degree or another influence change. </li></ul><ul><li>R </li></ul><ul><li>U </li></ul><ul><li>B </li></ul><ul><li>N </li></ul><ul><li>I </li></ul><ul><li>G </li></ul><ul><li>S </li></ul>
  13. 13. <ul><li>R –reputation, and of course, the repute of those who serve him at the highest level. Although top-level administrators are slowly being recognized as knowledgeable, capable, well-motivated individuals </li></ul>G R UBSNIGS
  14. 14. <ul><li>U - Unions, the civil service unions. The increasing militancy of rank and file, the competitive, comparison, and leapfrogging tendencies in bargaining, the growing view of </li></ul><ul><li>public employment as a &quot;job&quot; rather than as &quot;public service. Thus, a continuing concern for managers will be ways and means to protect the workers' rights to organize and their concern about working conditions and remuneration, while at the same time protecting all citizens from strikes which are a threat to their health and safety </li></ul>GR U BSNIGS
  15. 15. <ul><li>B – Budget, the cost of maintaining the bureaucracy--salaries, pensions, fringe benefits--constitutes about half of the operating budgets. </li></ul>GRU B SNIGS
  16. 16. <ul><li>S - Societal Problems – The society is beset with problems which for too long have been avoided or neglected. These problems include poverty, crime, jobs, education, housing, transportation, race relations, air pollution, health, and many others. Government that demonstrates concern, involvement, and responsiveness to citizens where they work and live -- with their everyday concerns about education, housing, safety, traffic lights, sanitation etc. – can hope to encourage, build, and elicit the sense of neighborhood and neighborliness that makes a large city tolerable, and beyond that livable and enjoyable. </li></ul>GRUB S NIGS
  17. 17. <ul><li>N - Neighborhoods. changing the &quot;theirs&quot; and &quot;they&quot; to &quot;ours&quot; and &quot;we.&quot; Without concern, without interest, without </li></ul><ul><li>effort and involvement by its citizens, meaningful city progress is hampered and perhaps doomed </li></ul>GRUBS N IGS
  18. 18. <ul><li>I -Investment. To invest in long-range planning for physical, manpower, program, specific problem, and other important changes and growth areas. </li></ul>GRUBSN I GS
  19. 19. <ul><li>G -- Governmental structure. Too often the structure of government has grown in a haphazard fashion with ineffective and inefficient results, partisan and parochial departmental interests and constituencies, with separate fiefdoms, too large a span of control for the chief executive, and a wild goose chase for information or action for both the citizen and the chief executive. Many governmental agencies or systems, because of poor organization structure, waste time, money, and services, and distort the relationship of line agencies to the central staff. </li></ul>GRUBSNI G S
  20. 20. <ul><li>S - State and federal relations. Regionalism, creative federalism, public authorities, bypassing the states in direct negotiation with the federal government, revenue sharing, federal assumption of welfare </li></ul>GRUBSNIG S
  21. 21. Management Styles <ul><li>3 Tr: Treat Trivialities Trivially, or, Don’t Sweat the Small Stuff </li></ul><ul><li>Simplify the Complex, See the Complexities of the Simple </li></ul><ul><li>Beware of Too Many Leaders, Too Few Followers: Everyone needs some relatively unambiguous (definite) people </li></ul><ul><li>First-Rate Second Raters versus Second-Rate First Raters </li></ul>
  22. 22. Management Styles <ul><li>Understanding the Stars – Super, Shooting and Others </li></ul><ul><li>Develop Your Subordinates </li></ul><ul><li>It Takes More Time To Do Things Than You Hope, But Less Than You Think, or Simply Meet Your Deadlines </li></ul><ul><li>Often The Only Certainty is Uncertainty </li></ul>
  23. 23. Management Styles <ul><li>Surprises are Good for Parties, Not for Management </li></ul><ul><li>Realize the Importance of Vigilant Oversight and Flexible Rigidity </li></ul><ul><li>Chaps are as Important as Charts </li></ul><ul><li>Fighting the Battle of the Budget </li></ul><ul><li>Control, but Don’t Overcontrol </li></ul><ul><li>Innovate or Vegetate </li></ul>
  24. 24. Management Styles <ul><li>Decide… Damn It! </li></ul><ul><li>Not All Data are Information, Not All Information Comes From Data, Not All Data or Information Are Important </li></ul><ul><li>Garbage In/ Garbage Out/ and Garbage In- God Out </li></ul><ul><li>Make Sure Your Base is Solid Before Expanding It </li></ul>
  25. 25. Management Styles <ul><li>The PAT Answers for Success – Planning, Accuracy, Thoroughness </li></ul><ul><li>Don’t Squander Your Most Important Personal Resources: Time, Energy, Thought </li></ul><ul><li>Use The Right Doses of Power and Prestige, Massive Force Isn’t Necessary, or Keep Your Authority in Your Hip Pocket </li></ul>
  26. 26. Management Styles <ul><li>Prepare Yourself for the Climb to Success </li></ul><ul><li>Satisfaction and Success Depend on Your Ability In ROAR </li></ul><ul><li>Fight Latent, Covert, and Overt Sexism and Racism </li></ul><ul><li>Questions for Interviews </li></ul><ul><li>Evaluating Job Offers – Sail the 7 Cs </li></ul>
  27. 27. Management Styles <ul><li>The Bottom Line is Critical – How To Get There Is Also Critical </li></ul><ul><li>Choose Your Predecessors Carefully </li></ul><ul><li>Plan Your Work and Work Your Plan </li></ul><ul><li>Can’t Find a Solution – Seek to Break Out of the Box </li></ul><ul><li>Manage Your Career – Don’t Just Drift or Get Swept Along </li></ul>
  28. 28. Management Styles <ul><li>Factors in Job Satisfaction; Problem, Policies, People, Place </li></ul><ul><li>The Next Decade; An Emphasis on: Rightsizing, Line Operations, Trade, Empowerment, Productivity, Creativity, Customer Orientation, and Information and IT </li></ul>
  29. 29. <ul><li>Reference: </li></ul><ul><li>Managers’ Course </li></ul><ul><li>UP Institute for Small Scale Industries </li></ul>
  30. 30. Thank you for your attention

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