Organizational Quotes
The best sayings about Organizational that you can share on Instagram, Pinterest, Facebook and other social networks!
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Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.
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Yes I can list all sorts of organizational forms and cultural issues that can get in the way of our accessing our inner creativity and bringing it out in our world. And we can use all kinds of approaches that can transform the organization. But unless we have developed a sense of our Self (who we are at core, at our highest) and our Work (the purpose of our existence, the gift that we have to give to the world) and use that to deal with the inner obstacle, we can't sustain creativity in the face of the chaos of the world.
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The organizational architecture is really that a centipede walks on hundred legs and one or two don't count. So if I lose one or two legs, the process will go on, the organization will go on, the growth will go on.
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Indeed, nearly all attempts to exterminate a doctrine and its organizational expression, by force without spiritual foundation, are doomed to failure, and not seldom end with the exact opposite of the desired result.
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As you climb of the organizational ladder, you have to redefine your role in the value chain from player to captain to coach to manager, and for some, to owner. These are different roles and you won't be able to succeed as a manager when you're acting like a player.
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An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.
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It's important for me to show my children the richness of life and be a role model. I find that my organizational and management skills are tested more at home than at work!
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Innovation is the lifeblood of an organization. Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations.
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No one is going to hand you an organizational chart. You have to hand it to yourself.
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Individual learning is a necessary but insufficient condition for organizational learning.
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As your organizational authority increases, your organizational IQ decreases.
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And regulation entails organizational effectiveness, a chain of command, and a structure for logistical support.
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The major problems facing the development of products that are safer, less prone to error, and easier to use and understand are not technological: they are social and organizational.
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Fair Trade is a market-based, entrepreneurial response to business as usual: it helps third-word farmers developing direct market access as well as the organizational and management capacity to add value to their products and take them directly to the global market. Direct trade, a fair price, access to capital and local capacity-building, which are the core strategies of this model, have been successfully building farmers' incomes and self-reliance for more than 50 years.
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Time Management Tips: One can make a radar-like sweep of the horizon to identify time and task challenges while these are still manageable and while we still have a choice. The organizational adage, "the more parts, the more trouble," also applies to words. Multiplying words may actually multiply the probability of being misunderstood; economies in expression (without being taciturn or aloof) not only save time, but usually are more honest and more clear.
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There's real "right brain" creativity that goes into all of the organizational processes that a company utilizes and must continually reinvent in order to conduct its business. But there are also the "left brain" accounting functions that must continually ask how the company is doing financially and whether the creative processes are working for the bottom line.
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Organizational Development: The New Christian Right of the 1980s was dominated by paper organizations that were essentially the mailing lists of a handful of politicized ministers. Such organizations were better at issuing press releases than doing the hard work of political mobilization and advocacy. By contrast, the movement of the 1990s has generated a plethora of grass-roots organizations that allocate meaningful responsibilities to individual members. The goal is to create an army of grassroots activists who know how to stimulate political change.
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Most professionals specialize in only part of the complex community revitalization process. Incomplete efforts usually create messy, expensive, demoralizing failures. Few specialists understand how to bring a place back to life with a holistic approach. If anyone understands the complete revitalization process, it's Storm Cunningham. He's spent over a decade rigorously studying successes and failures worldwide. He can look at a community, regional, or organizational regeneration or redevelopment process, and quickly spot what's wrong...what's missing.
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Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.
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I don't think that the leadership of Montgomery was prepared to capitalize, let's put it, on the projection that had come out of the Montgomery situation. Certainly, they had not reached the point of developing an organizational format for the expansion of it. So discussions emanated, to a large extent, from up this way.
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I think that Walter's [White] whole career is indicative of a large degree of egocentricity. Perhaps to be generous, you would have to say that he was a product of his period, which was that of self-projection in the name of organizational interest.
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Belonging to a group can provide the child with a variety of resources that an individual friendship often cannot--a sense of collective participation, experience with organizational roles, and group support in the enterprise of growing up. Groups also pose for the child some of the most acute problems of social life--of inclusion and exclusion, conformity and independence.
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I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
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[A] process was going on in which people were transformed into things, into pieces of reality which pure science can calculate and technical science can control. … [T]he safety which is guaranteed by well-functioning mechanisms for the technical control of nature, by the refined psychological control of the person, by the rapidly increasing organizational control of society – this safety is bought at a high price: man, for whom all this was invented as a means, becomes a means himself in the service of means.
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I am not so interested in religion or dogma of any kind. It is too restrictive for me, too organizational, too hierarchical, and too tied up in power and being right. You call it a "rabid evangelism."
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The problem facing our people here in America is bigger than all other personal or organizational differences. Therefore, as leaders, we must stop worrying about the threat that we seem to think we pose to each other's personal prestige, and concentrate our united efforts toward solving the unending hurt that is being done daily to our people here in America.
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There are many structural changes, both in organizational practice and social policy, that must also change to enable men and women to have the freedom and support to pursue the lives they want to lead. Fortunately, many more people are today engaged in these efforts than when started working on this issue decades ago.
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The locus of corporate innovations has been product development. But in times of rapid and unpredictable change, the creation of individual products becomes less important than the creation of a general organizational aptitude for innovation.
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Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.
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In short, apostolic movement involves a radical community of disciples, centered on the lordship of Jesus, empowered by the Spirit, built squarely on a fivefold ministry, organized around mission where everyone (not just professionals) is considered an empowered agent, and tends to be decentralized in organizational structure.
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Top Authors
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Brian Richardson Footballer
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Brian Crozier Historian -
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Brooks Hays Member of the United States House of Representatives -
Brigid Brophy Novelist -
Brian Houston Pastor -
Bruno Jasienski Poet -
Burhan Ghalioun Political figure
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Brother Roger Prior -
Brian Redman Racing driver
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