“[O]ur élite is primarily and increasingly managerial. A managerial élite manages. A crisis, unfortunately, requires thought. Thought is not a management function.”

—  John Ralston Saul, book The Unconscious Civilization

The Unconscious Civilization (1995)

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John Ralston Saul85
Canadian author and essayist 1947

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“Because the managerial élites are now so large and have such a dominant effect on our educational system, we are actually teaching most people to manage, not to think. Not only do we not reward thought, we punish it as unprofessional.”

John Ralston Saul book The Unconscious Civilization

The Unconscious Civilization (1995)

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“Of course, corporations and governments have a right to something for their money. They pay the wages. But they don't have the ethical right to literally purchase the copyright of a citizen's potential contribution to society. In a democracy they should not have the legal right to silence the quasi-totality of the functioning élite in order to satisfy a managerial taste for control and secrecy.”

John Ralston Saul (1947) Canadian author and essayist

On Equilibrium (2001)

“This book undertakes the study of management by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field. Managing is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals. Managing could, then, be called ""performance environment design."" Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art.
Each of the managerial functions is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Part 1 is an introduction to the basis of management through a study of the nature and operation of management principles (Chapter 1), a description of the various schools and approaches of management theory (Chapter 2), the functions of the manager (Chapter 3), an analytical inquiry into the total environment in which a manager must work (Chapter 4), and an introduction to comparative management in which approaches are presented for separating external environmental forces and nonmanagerial enterprise functions from purely managerial knowledge (Chapter 5)…”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1972 edition)

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“The history of organization theory contrasts with the history of managerial thought. When people began to compose texts about organized activities, between 2,000 and 3,000 years before the Christian era (BCE), they focused on managerial practices rather than on organizations as such. Several writers proposed general principles for managerial practice before 1000 BCE, so one can say that theories about managing have existed for at least 3000 years. However, these writings often said nothing about the organizational contexts in which managing was to occur. When the writers did make statements about organizations, they did not generalize. They wrote about specific organizations.”

William H. Starbuck (1934) American academic

Source: "The Origins of Organizational Theory," 2005, p. 143

“The importance of top management commitment to organizational change is so well accepted that it is almost cliché to repeat the fact. We would therefore expect managerial values to be just as important in this area as in others that require strategic direction and leadership.”

Thomas A. Kochan (1947) American academic

Source: The mutual gains enterprise, 1994, p. 97

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“The basic managerial idea introduced by systems thinking, is that to manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.”

Russell L. Ackoff (1919–2009) Scientist

Russell L. Ackoff and Fred Emery (1972) On purposeful systems, cited in: Lloyd Dobyns, Clare Crawford-Mason (1994) Thinking about quality: progress, wisdom, and the Deming philosophy. p. 40.
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“Effective managing therefore happens where art, craft, and science meet. But in a classroom of students without managerial experience, these have no place to meet — there is nothing to do.”

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Managers Not MBAs (2005)

“The basic managerial idea introduced by systems thinking, is that to manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.”

Fred Emery (1925–1997) Australian psychologist

Russell L. Ackoff and Fred Emery (1972) On purposeful systems, cited in: Lloyd Dobyns, Clare Crawford-Mason (1994) Thinking about quality: progress, wisdom, and the Deming philosophy. p. 40.

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Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1968 edition)

“The Management of Innovation (1961) [by Tom Burns and George M. Stalker is]… the first major attempt to deal with the nature of organization-environment relations and identify the types of organizational structure and managerial practices that are appropriate for different environmental condition. Introduced the mechanistic-organic polarity (never a dichotomy) to the management lexicon.”

Daniel A. Wren (1932) American business theorist

Source: "Most influential management books of the 20th Century," 2001, p. 224.

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