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“A successful organization will always have an effective two-way communication system where information can easily flow from one level to another.”
― Pooja Agnihotri, 17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure

“The idea of a small circle, of an exalted and loyal sect, except with a traitor infiltrated at its core, an informant who's not foreign to the sect, but constitutes an essential part of its structure---this was the true organizational form of any small society. One must act knowing that there's a traitor infiltrated in the ranks.”
― Ricardo Piglia, Blanco nocturno

“Organizing is a process; an organization is the result of that process.”
― Elinor Ostrom, Governing the Commons: The Evolution of Institutions for Collective Action

“Organizations exist to serve. Period. Leaders live to serve. Period.”
― Tom Peters

“Serving Leaders build teaching organizations to create excellence at every level.”
― John Stahl-Wert, The Serving Leader: Five Powerful Actions to Transform Your Team, Business, and Community

“Vast organisations produce a sense of impotence in the individual, leading to a decay of effort. The danger can be averted if it is realised by administrators, but it is of a kind which most administrators are constitutionally incapable of realising. Into every tidy scheme for arranging the pattern of human life it is necessary to inject a certain dose of anarchism, enough to prevent immobility leading to decay, but not enough to bring about disruption.”
― Bertrand Russell, Sceptical Essays

“272 God don’t deal with organizations, He don’t deal with groups. He deals with individuals. That’s right. Always. Not in groups; individuals, one person. In the last days, He said, “I stand at the door and knock, and if any man…â€� (not “any groupâ€�) “…any man will hear My Voice, I’ll…and hear Me, I’ll come in to him and sup.â€� See, “If any man can hear.â€�
65-1207 - Leadership
Rev. William Marrion Branham”
― William Marrion Branham

“Many of the confusions, conflicts, and disarrays that are rampant in today’s organizations, communities, and nations could have been avoided if leaders have solid self-awareness...”
― Assegid Habtewold, The 9 Cardinal Building Blocks: For continued success in leadership

“In Data Science if you want to help individuals, be empathetic and ask questions; that way, you can begin to understand their journey, too.”
― Damian Mingle

“Love is the most dangerous and uncertain element in life; and because we do not want to be uncertain, because we do not want to be in danger, we live in the mind. A man who loves is dangerous, and we do not want to live dangerously; we want to live efficiently, we want to live merely in the framework of organization because we think organizations are going to bring order and peace in the world. Organizations have never brought order and peace. Only love, only goodwill, only mercy can bring order and peace, ultimately and therefore now.”
― Jiddu Krishnamurti, The Book of Life: Daily Meditations with Krishnamurti

“In organizations where employees are happy you find two things present: trust and respect.”
― Laurie Buchanan, PhD

“Give people a voice, encourage, motivate and reward them”
― David Sikhosana

“Everyone in the organizations is very important. From the sweeper to the security officer; from the messenger to the manager, everyone doing well at his post is a leader. The organization becomes a leading one when it’s made up of people leading in their roles.”
― Israelmore Ayivor, Leaders' Ladder

“A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.”
― Fred R. David, Strategic Management: Concepts and Cases

“As Waterman has noted:
In today’s business environment, more than in any preceding era, the only constant is change. Successful organizations effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, and cultures to survive the shocks and prosper from the forces that decimate the competition.”
― Fred David, Strategic Management:Concepts and Cases, Global Edition

“The first question to ask about your next meeting; is this meeting really necessary?”
― Emily M. Axelrod, Let's Stop Meeting Like This: Tools to Save Time and Get More Done

“Virtually all organizations have legacy issues and no Data Scientist can go back and create a new beginning, but a great Data Scientist can help organizations make new endings.”
― Damian Mingle

“No organization chart, no job description, no job titles

... Teal Organizations reverse the premise: people are not made to fit pre-defined jobs; their job emerges from a multitude of roles and responsibilities they pick up based on the interests, talents and the needs of the organization.”
― Frederic Laloux , Reinventing organizations

“... anybody can put on the hat of `the boss` to bring out about important decisions, launch new initiatives, hold under-performing colleagues to account, help resolve conflicts, or take over leadership if results are bad and action is needed.”
― Frederic Laloux , Reinventing organizations

“That's the problem with large organizations. They create roles and constraints, and sometimes people forget why they're there. (Quoting Joichi Ito, Director, MIT Media Lab)”
― Lisa Bodell, Kill the Company

“We have a place in our brain that's always worried about what people think of us, especially higher ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.”
― Daniel Coyle, The Culture Code: The Secrets of Highly Successful Groups

“Organizations, companies or individuals without core values are exactly like a boat without an anchor; it can be easy tossed to and fro following any direction the wind blows.”
― Dr. Lucas D. Shallua

“it’s three strikes and you’re out of the union”
― J.S. Mason, The Ghost Therapist...And Other Grand Delights

“If you chop off the spider's head, it dies. It could maybe survive without a leg or two, and could possibly even stand to lose a couple of eyes, but it certainly couldn't survive without its head. â€� With a spider, what you see is pretty much what you get. A body's a body, a head's a head, and a leg's a leg. But starfish are very different. The starfish doesn't have a head. Its central body isn't even in charge. In fact, the major organs are replicated throughout each and every arm. If you cut the starfish in half, you'll be in for a surprise: the animal won't die, and pretty soon you'll have two starfish to deal with.”
― Ori Brafman, The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations

“When individuals stand up, institutions collapse.”
― Abhijit Naskar, Hometown Human: To Live for Soil and Society

“I've found that most people don't have a mental filing drawer labeled Times I Was Wrong. Its mislabeled Times I Was Lonely or Times So-And-So Was Angry.”
― Kathryn Schulz , [Being Wrong: Adventures in the Margin of Error] [By: Schulz, Kathryn] [January, 2011]

“Any organization, no matter when and where it exists, lives in danger of infiltration by undesirable elements who want to trade in influence.”
― Thich Nhat Hanh, Vietnam: Lotus in a Sea of Fire

“Always lead people the right way. Make sure decisions you make are able to be traced back to one fundamental thing...Truth”
― David Sikhosana

“It is difficult and stressful due to the goals we have in our organisations; to experience higher yields and eventual capital growth in years to come, which were almost completely wiped out due to more than 10 years setbacks”
― David Sikhosana

“Research has established, however, that burnout is primarily the result of psychologically hazardous factors that occur at your workplace. (So no, it isn’t just an individual problem; it’s an organizational issue.) More specifically, burnout happens when there’s an ongoing mismatch between the conditions an employee needs to support their well-being and their best work, and what their organization actually provides. Not being given the resources or time you need to manage your workload, for example, or working in an environment where you have insufficient control and autonomy, are known burnout triggers.”
― Kandi Wiens