“This code is indispensable. Be it a case of commerce, industry, politics, religion, war or philanthropy in every concern there is a management function to be performed and for its performance there must be principles, that is to say acknowledged truths regarded as proven on which to rely.”

— Henri Fayol

Source: General and industrial management, 1919/1949, p. 42-43 cited in: John B. Miner (2006) Historical Origins, Theoretical Foundations, And the Future. p. 114

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Henri Fayol 27

Developer of Fayolism 1841–1925

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“The ideological and political work of each political factor must be direct and immediate. In national life, each environment must perform its inherent function within such limits, forms and means that it can achieve on its own and which correspond to its real influences in Ukrainian society. Every serious environment must operate under all internal and external conditions, regardless of other factors.”

Stepan Bandera (1909–1959) Ukrainian anti-communist

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“In this sense Marxism performs the function of a religion, and its efficacy is of a religious character. But it is a caricature and a bogus form of religion, since it presents its temporal eschatology as a scientific system, which religious mythologies do not purport to be.”

Leszek Kolakowski (1927–2009) Philosopher, historian of ideas

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“The fact that functions may not be separated in organization does not in any way way destroy their identity as functions… The ideal of organized efficiency is not the complete segregation but the integrated correlation |of the three primary functions… The organizer must identify these functional principles, as they appear in every job, and make them the basis of his correlation… his duty is to correlate functions as such… The duty of the manager is to correlate who performs these functions… Management however represents the scalar principle… perpendicular correlations… true horizontal correlation requires other contact… The dissemination of understanding… of common purpose, of the relation of individuals to that purpose & to each other.”

James D. Mooney (1884–1957) American businessman

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“The. manager must never be lacking in knowledge of the special profession which is characteristic of the undertaking: the technical profession in industry, commercial in commerce, political in the State, military in the Army, religious in the Church, medical in the hospital, teaching in the school, etc. The technical function has long been given the degree of importance which is its due, and of which we must not deprive it, but the technical function by itself cannot endure the successful running of a business; it needs the help of the other essential functions and particularly of that of administration. This fact is so important from the point of view of the organization and management of a business that I do not mind how often I repeat it in order that it may be fully realized.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: Industrial and General Administration, 1916, p. 68 ; as cited in: Albert Lepawsky (1949), Administration, p. 6-7

“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)

“Life seems to be common even to plants, but we are seeking what is peculiar to man. Let us exclude, therefore, the life of nutrition and growth. Next there would be a life of perception, but it also seems to be common even to the horse, the ox, and every animal. There remains, then, an active life of the element that has a rational principle; of this, one part has such a principle in the sense of being obedient to one, the other in the sense of possessing one and exercising thought. And, as "life of the rational element" also has two meanings, we must state that life in the sense of activity is what we mean; for this seems to be the more proper sense of the term. Now if the function of man is an activity of soul which follows or implies a rational principle, and if we say "so-and-so" and "a good so-and-so" have a function which is the same in kind, e. g. a lyre, and a good lyre-player, and so without qualification in all cases, eminence in respect of goodness being added to the name of the function (for the function of a lyre-player is to play the lyre, and that of a good lyre-player is to do so well): if this is the case, and we state the function of man to be a certain kind of life, and this to be an activity or actions of the soul implying a rational principle, and the function of a good man to be the good and noble performance of these, and if any action is well performed when it is performed in accordance with the appropriate excellence: if this is the case, human good turns out to be activity of soul in accordance with virtue, and if there are more than one virtue, in accordance with the best and most complete.
But we must add "in a complete life."”

Aristotle book Nicomachean Ethics

For one swallow does not make a summer, nor does one day; and so too one day, or a short time, does not make a man blessed and happy.
Book I, 1098a; §7 as translated by W. D. Ross
Variants:
One swallow does not a summer make.
As quoted in A History of Ancient Philosophy: From the Beginning to Augustine (1998) by Karsten Friis Johansen, p. 382
One swallow (they say) no Sommer doth make.
John Davies, in The Scourge of Folly (1611)
One swallow yet did never summer make.
As rendered by William Painter in Chaucer Newly Painted (1623)
One swallow does not make a spring, nor does one sunny day; similarly, one day or a short time does not make a man blessed and happy.
As translated in Philosophical Grounds of Rationality: Intentions, Categories, Ends (1988), by Richard E. Grandy and ‎Richard Warner, p. 483
Nicomachean Ethics

“When people were committed to the idea that in the field of religion only one plan must be adopted, bloody wars resulted. With the acknowledgment of the principle of religious freedom these wars ceased.”

Ludwig von Mises book Socialism

Socialism (1922), Epilogue (1947)
Context: When people were committed to the idea that in the field of religion only one plan must be adopted, bloody wars resulted. With the acknowledgment of the principle of religious freedom these wars ceased. The market economy safeguards peaceful economic co-operation because it does not use force upon the economic plans of the citizens. If one master plan is to be substituted for the plans of each citizen, endless fighting must emerge. Those who disagree with the dictator's plan have no other means to carry on than to defeat the despot by force of arms.

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7-8.

“Research reveal that managers achieving better performance (i. e., greater productivity, higher earnings, lower costs, etc. ) differ in leadership principles and practices from those achieving poorer performance.”

Rensis Likert (1903–1981) American statistician

Source: New patterns of management, (1961), p. 3

“As long as psychotherapy concerns itself with the relief of psychic distress, avoiding the larger questions which arise from involvement with the creative process, it can perform its medical healing function without doing major violence to the social assets which creativity supplies.”

Paul Rosenfels (1909–1985) American sociologist

8. Psychotherapy and Social Welfare
Love and Power: The Psychology of Interpersonal Creativity (1966)

“This code is indispensable. Be it a case of commerce, industry, politics, religion, war or philanthropy in every concern there is a management function to be performed and for its performance there must be principles, that is to say acknowledged truths regarded as proven on which to rely.”

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Henri Fayol 27

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