“The magnitude of the business of this road, its numerous and important connections, and. the large number of employés engaged in operating it, have led many, whose opinions are entitled to respect, to the conclusion, that a proper regard to details, which enter so largely into the elements of success in the management of all railroads, cannot possibly be attained by any plan that contemplates its organization as a whole; and in proof of this position, the experience of shorter roads is referred to, the business operations of which have been conducted much more economically.
Theoretically, other things being equal, a long road should be operated for a less cost per mile than a short one. This position is so clearly evident and so generally admitted, that its truth may be assumed without offering any arguments in support of it; and, notwithstanding the reverse, so far as practical results are considered, has generally been the case, we must look to other causes than the mere difference in length of roads for a solution of the difficulty.”

— Daniel McCallum

Source: Report of the Superintendent of the New York and Erie Railroad to the Stockholders (1856), p. 33-34: First two paragraphs

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Daniel McCallum25

Canadian engineer and early organizational theorist 1815–1878

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“In my opinion a system of operations, to be efficient and successful, should be such as to give to the principal and responsible head of the running department a complete daily history of details in all their minutiae. Without such supervision, the procurement of a satisfactory annual statement must be regarded as extremely problematical. The fact that dividends are earned without such control, does not disprove the position, as in many cases the extraordinarily remunerative nature of an enterprise may ensure satisfactory returns under the most loose and inefficient management.
It may be proper here to remark, that in consequence of that want of adaptation before alluded to, we cannot avail ourselves to any great extent of the plan of organization of shorter lines in framing one for this, nor have we any precedent or experience upon which we can fully rely in doing so. Under these circumstances, it will scarcely be expected that we can at once adopt any plan of operations which will not require amendment and a reasonable time to prove its worth. A few general principles, however, may be regarded as settled and necessary in its formation, amongst which are:”

Daniel McCallum (1815–1878) Canadian engineer and early organizational theorist

Report of the Superintendent of the New York and Erie Railroad to the Stockholders (1856)

“A superintendent of a road fifty miles in length can give its business his professional attention and may be constantly on the line engaged in the direction of its details; each person is personally known to him, and all questions in relation to its business are at once presented and acted upon; and any system however imperfect may under such circumstances prove comparatively successful.
In the government of a five hundred miles in length a very different state exists. Any system which might be applicable to the business and extent of a short road would be found entirely inadequate to the wants of a long one. and I am fully convinced that in the want of system perfect in its details, properly adapted and vigilantly enforced, lies the true secret of their [the large roads’] failure; and that this disparity of cost per mile in operating long and short roads, is not produced by a difference in length, but is in proportion to the perfection of the system adopted.”

Daniel McCallum (1815–1878) Canadian engineer and early organizational theorist

Source: Report of the Superintendent of the New York and Erie Railroad to the Stockholders (1856), p. 34: Third paragraph. Cited in: Alfred D. Chandler, Jr. (1962). Strategy and Structure: Chapters in the History of the Industrial Enterprise. p. 21-22

“Mathematical science is in my opinion an indivisible whole, an organism whose vitality is conditioned upon the connection of its parts.”

David Hilbert Mathematical Problems

Mathematical Problems (1900)
Context: Mathematical science is in my opinion an indivisible whole, an organism whose vitality is conditioned upon the connection of its parts. For with all the variety of mathematical knowledge, we are still clearly conscious of the similarity of the logical devices, the relationship of the ideas in mathematics as a whole and the numerous analogies in its different departments. We also notice that, the farther a mathematical theory is developed, the more harmoniously and uniformly does its construction proceed, and unsuspected relations are disclosed between hitherto separate branches of the science. So it happens that, with the extension of mathematics, its organic character is not lost but only manifests itself the more clearly.

“Some differences of opinion exist in the Board of Directors, in regard to the discipline that has been pursued in the superintendence of the operations of the road. [It was his understanding that] a respectable number of them entertain views… somewhat at variance with my own.”

Daniel McCallum (1815–1878) Canadian engineer and early organizational theorist

Resignation letter, 1857

“Large organizations cannot be versatile. A large organization is effective through its mass rather than through its agility. Fleas can jump many times their own height, but not an elephant.”

Peter F. Drucker (1909–2005) American business consultant

The Age of Discontinuity (1969)
1960s - 1980s

“There were no roads connecting different colonies and different parts of the same colony in a manner that made sense with regard to Africa’s needs and development. All roads and railways led down to the sea. They were built to extract gold or manganese or coffee or cotton. They were built to make business possible for the timber companies, trading companies, and agricultural concession firms, and for white settlers. Any catering to African interests was purely coincidental.”

Walter Rodney book How Europe Underdeveloped Africa

Source: How Europe Underdeveloped Africa (1972), p. 327.

“To conduct of government business… [is similar to the] conduct of the affairs of any other social organization, commercial, philanthropic, religious, or educational, in all of which good management is recognized as an element essential to success.”

Leonard D. White (1891–1958) American historian

Source: Introduction to the Study of Public Administration, 1926, p. 5

“The regulative principles of management along scientific lines include four important elements:
(a) Planning of the processes and operations in detail by a special department organized for this purpose.
(b) Functional organization by which each man superintending the workman is responsible for a single line of effort. This is distinctly opposed to the older type of military organization, where every man in the management is given a combination of executive, legislative and judicial functions.
(c) Training the worker so as to require him to do each job in what has been found to be the best method of operation.
(d) Equable payment of the workers based on quantity and quality of output of each individual. This involves scientific analysis of each operation to determine the proper time that should be required for its accomplishment and also high payment for the worker who obtains the object sought.”

Hugo Diemer (1870–1937) American mechanical engineer

(1921, p. 10); Diemer quotes the ASCM committee
Factory organization and administration, 1910

“According to our social science, we can be or become wise in all matters of secondary importance, but we have to be resigned to utter ignorance in the most important respect: we cannot have any knowledge regarding the ultimate principles of our choices, i. e. regarding their soundness or unsoundness… We are then in the position of beings who are sane and sober when engaged in trivial business and who gamble like madmen when confronted with serious issues.”

Leo Strauss (1899–1973) Classical philosophy specialist and father of neoconservativism

Source: Natural Right and History (1953), p. 4

“I've been briefed on every contingency you can possibly imagine. Many contingencies. A lot of—a lot of positive. Different numbers. All different numbers. Very large numbers. And some small numbers too, by the way.”

Donald J. Trump (1946) 45th President of the United States of America

Regarding coronavirus. Posed question: "Mr. President, have you been briefed that up to 100 million Americans would ultimately be exposed to the virus?"<br><br> Briefing at the White House https://www.whitehouse.gov/briefings-statements/remarks-president-trump-meeting-republican-senators-2/ () <br class="br">2020s, 2020, March

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