mykimchi.NET Blog

Few companies that installed computers to reduce the employment of clerks have realized their expectations… They now need more, and more expensive clerks even though they call them ‘operators’ or ‘programmers.’

So much of what we call management consists in making it difficult for people to work.

Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.

Efficiency is doing things right; effectiveness is doing the right things.

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

Management is doing things right; leadership is doing the right things.

Most discussions of decision making assume that only senior executives make decisions or that only senior executives’ decisions matter. This is a dangerous mistake.

Most of what we call management consists of making it difficult for people to get their work done.

No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.

The best way to predict the future is to create it.

The computer is a moron.

The most important thing in communication is hearing what isn’t said.

어떻게’(how) 할 것인가… 이는 ‘효율’에 대한 고민이다.
나의 시간을 어떻게 효율적으로 사용할 것인가, 조직을 어떻게 원활하게 운영할 것인가, 생산의 효율성을 어떻게 높일 것인가…
모두기 중요한 화두이지만 이 질문보다 더 중요한 것이 바로 ‘무엇을’(what)이다.

‘무엇을’(what) 할 것인가… 이는 ‘효과’에 대한 고민이다. 도대체 무엇을 하기로 결정할 것인가, 지금부터 한 시간 동안 무엇을 할 것인가, 어떤 혁신적인 신제품을 생산할 것인가…

일을 제대로 하는 것보다 더 중요한 것. 그것은 ‘제대로 된 일’을 하는 것이다. 방향이 잘못된 일이라면 아무리 효율을 높인다한들 의미가 없을니까…

‘어떻게’(how)가 아니라 무엇을’(what)이 먼저이다…

일, 십, 백, 천, 만, 억, 조, 경, 해, 자, 양, 구, 간, 정, 재, 극, 항하사, 아승기, 나유타, 불가사의, 무량대수…
(continue reading…)