“Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned.”

—  Philip B. Crosby

Source: Quality Is Free, 1977, p. 22

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Philip B. Crosby photo
Philip B. Crosby 11
Quality guru 1926–2001

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“Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing,, directing, and controlling) 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.”

Harold Koontz (1909–1984)

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

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“Management has to get right in there and be active when it comes to quality.”

Philip B. Crosby (1926–2001) Quality guru

Source: Quality Is Free, 1977, p. 14

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“In politics, nothing happens by accident. If it happens you can bet it was planned that way.”

Franklin D. Roosevelt (1882–1945) 32nd President of the United States

There are no records of Roosevelt having made such a statement, and this is most likely a misquotation of the widely reported comment he made in a speech at the Citadel (23 October 1935):
: Yes, we are on our way back — not just by pure chance, my friends, not just by a turn of the wheel, of the cycle. We are coming back more soundly than ever before because we are planning it that way. Don't let anybody tell you differently.
Misattributed

“"Stakeholder Management" as a concept, refers to the necessity for an organization to manage the relationships with its specific stakeholder groups in an action-oriented way.”

R. Edward Freeman (1951) American academic

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“It is somehow quite organic, the way these things go — you can’t really plan on it.”

Jean Jullien (1983) french graphic designer, illustrator, video artist and photographer

Slate interview (2015)
Context: I just wanted something symbolic, something that everybody could understand easily, and everybody could share regardless of where they’re from and whether they’re a keen observer of illustration usually. I just wanted something universal. … a few people from different places follow my work, and I enjoy communicating to them, usually for happier reasons. What I do in general is try to communicate with people — and I’m aware that the more you want to communicate to a larger audience, the more universal and simple you have to be.  It’s an image for everyone. It’s not my image — it’s not a piece of work that I’m proud of or anything — I didn’t create it to get credit or benefit from it. I just wanted to express myself, and from experience I know that through social media people like expressing themselves, or need to express themselves. It is somehow quite organic, the way these things go — you can’t really plan on it. I would just say that if people have used it so much, and if they felt like it was useful for them to share, then the image worked and I’m happy, so to speak, even though happiness is not really a thought that springs to my mind in such horrible times.

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“Legal plunder can be committed in an infinite number of ways. Thus we have an infinite number of plans for organizing it: tariffs, protection, benefits, subsidies, encouragements, progressive taxation, public schools, guaranteed jobs, guaranteed profits, minimum wages, a right to relief, a right to the tools of labor, free credit, and so on, and so on. All these plans as a whole — with their common aim of legal plunder — constitute socialism.”

Frédéric Bastiat book The Law

The Law (1850)

“There isn’t a right way to be educated; there are as many ways as there are fingerprints. We don't need state-certified teachers to make education happen — that probably guarantees it won't.”

John Taylor Gatto (1935–2018) American teacher, book author

"I Quit, I Think" (1991)

“Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 13; Cited in: Morgen Witzel (2011) Fifty key figures management, p. 205

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Henri Fayol (1841–1925) Developer of Fayolism

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