You see it everywhere in football: when results are not there, then the first guy who has to go is the manager. It’s not always the managers; sometimes it’s also the players who we have to blame.

I think sometimes managers like to buy players because they’re more experienced from abroad or when they’ve got players under their nose that will give everything to the club they’ve been brought up with.

Teams buy players and change managers if they feel they need change at the club.

Whenever a new manager comes in you want to impress him.

It is down to the manager what he wants to do in the transfer window. Us as players, we just have to focus on each game that comes along and try and do our best.

The double sessions are tough. The manager wants us to get fit, wants us to work hard. And that’s because the Premier League is so tough. We need it. Something we have to do.

The manager and the fitness staff condition every training session. They plan it out week by week on what players need. If players need a rest, they will do that; if players need to work hard, they will do that as well.

If I can be a role model, or if I can maybe make another manager play a young player coming through rather than buy a player, that’s incredible.

I want to play every game, as does every player. But sometimes, you just have to listen to the manager.

I no longer have a manager. I can’t be managed.

Mom Is Getting Jealous, I See My Manager More Than I See Her Before.

He repeated until his dying day that there was no one with more common sense, no stone cutter more obstinate, no manager more lucid or dangerous, than a poet.

Managers live and die by their recruitment.

When I watch Jurgen Klopp’s Borussia Dortmund side, I see a manager who is determined to play in his opponent’s half, who is committed to attacking football, and, from the way he conducts himself on the touchline, is clearly an interesting, charismatic personality.

My view is that the signing of players should be a simple process. The chief scout identifies them, the manager decides who he wants, and the chief executive is dispatched to do the deal. It really is as simple as that

In the periods of my career when I stopped passing the ball forward or when I stopped looking for the risky pass that might open up a defence, the consequences were the same. The manager stopped picking me. I got back into the team when I went back to doing it the way he wanted.

In the modern corporation the decisive power, that of the managers, is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.

If a manager spends more than 10 percent of his time on “human relations” the group is probably too large.

Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and managers or even dividends to shareholders.

To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.

The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character.

Managers are the basic and scarcest resource of any business enterprise.

A manager’s task is to make the strengths of people effective and their weakness irrelevant – and that applies fully as much to the manager’s boss as it applies to the manager’s subordinates.

Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge workers.

A manager is responsible for the application and performance of knowledge.

What managers decide to stop doing is often more important than what they decide to do.

A manager sets objectives – A manager organizes – A manager motivates and communicates – A manager, by establishing yardsticks, measures – A manager develops people .

There’s an enormous number of managers who have retired on the job.

As a manager you’re paid to be uncomfortable. If you’re comfortable, it’s a sure sign you’re doing things wrong.

The days of the ‘intuitive’ manager are numbered.

The manager who comes up with the right solution to the wrong problem is more dangerous than the manager who comes up with the wrong solution to the right problem.

I was in for 10 years and I think I must have had 35 different managers. It wasn’t easy for them.