“In other words, there are in administration things analogous to, if not identical with, the mechanical tracts or deterministic sequence, of physics. If, for example, it is decided by government to accomplish the purpose of providing compensation at given rates for men and women employed in industry who sustain injuries in connection with their occupations, the administrator can, like the engineer, estimate in advance the probable cost of such a design, indicate the types of officers and employees necessary to administer the design, and the administrative procedures appropriate to the whole process from beginning to end. And, as in the case of the hydro-electric engineer, the administrator, later sees the results of his operations and can compare them with his advance estimates. There are more variables and incalculables in human affairs than in hydroelectric affairs, but even so administration achieves pre-determined results with an approximation which is often amazing for its exactness. If administrative designs and estimates were not realized in practice with a high degree of exactness, both industry and government would collapse.”

— Charles A. Beard

Source: Philosophy, Science and Art of Public Administration (1939), p. 661

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "In other words, there are in administration things analogous to, if not identical with, the mechanical tracts or determ…" by Charles A. Beard?

Charles A. Beard 13

American historian 1874–1948

Related quotes

“Every employee in an undertaking, then, takes a larger or smaller share in the work of administration, and has, therefore, to use and display his administrative faculties. This is why we often see men, who are specially gifted, gradually rise from the lowest to the highest level of the industrial hierarchy, although they have only had an elementary education. But young men, who begin practical work as engineers soon after leaving industrial schools, are in a particularly good position both for learning administration and for showing their ability in this direction, for in administration, as in all other branches of industrial activity, a man’s work is judged by its results.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: Henri Fayol addressed his colleagues in the mineral industry, 1900, p. 908

“Administration has to do with getting things done; with the accomplishment of defined objectives. The science of administration is thus the system of knowledge whereby men may understand relationships, predict results, and influence outcomes in any situation where men are organized at work together for a common purpose. Public administration is that part of the science of administration which has to do with government, and thus concerns itself primarily with the executive branch, where the work of government is done, though there are obviously administrative problems also in connection with the legislative and the judicial branches. Public administration is thus a division of political science, and one of the social sciences.”

Lyndall Urwick (1891–1983) British management consultant

Source: 1930s, "Science, Value and Public Administration", 1937, p. 189

“Public administration is the management of men and materials in the accomplishment of the purposes of the state.”

Leonard D. White (1891–1958) American historian

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

“No nation can prosper unless the men and women of whom it is composed apply to their own behaviour the same high standards of social morality as they demand of the officers of their government; for it is your fathers, your sons and your brothers—in a word, it is yourselves—who are responsible for the country's administration.”

Muhammad Asad (1900–1992) Austro-Hungarian writer and academic

Source: This Law of Ours and Other Essays (1987), Chapter: Calling All Muslims, Radio Broadcast # 6, p 114

“The administrator is more like the engineer who constructs a power plant, that is, he is concerned with the realization of conscious human purposes by the conscious use of human beings and materials. It is true that the mere student of administration may be just an observer, but he does not merely observe natural, unconscious, and automatic operations. He observes the formulation of human purposes, consciously and deliberately and operations designed to effect given results. And he sees calculations of results in advance realized later in practice with a high degree of approximation. The degree of approximation between advance calculations and results is not often, if ever, as exact as in the case of a hydro-electric plant, but it is constantly exact enough for practical purposes.”

Charles A. Beard (1874–1948) American historian

Source: Philosophy, Science and Art of Public Administration (1939), p. 661

“And if the experience of natural science is any guide, then as the science of administration advances, we may reasonably expect it to take on an increasingly deterministic character. As research, scientific societies, and the exchanges of knowledge and hypotheses by natural scientists have advanced the exactness of knowledge in the domain of natural science, so we may expect research, administrative societies, and the exchanges among administrators to advance the exactness of knowledge in the domain of administration.”

Charles A. Beard (1874–1948) American historian

661-2
Philosophy, Science and Art of Public Administration (1939)

Luther H. Gulick (1892–1993) American academic

Source: "Science, values and public administration," 1937, p. 189; cited in: Marshall W. Meyer (1985), Limits to Bureaucratic Growth, p. 18

“The discounting presumably is to be done for each period of time at that rate of interest which represents the alternative cost of employing capital in the occupation in question; that is, at the rate which the entrepreneur could obtain in other investments”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1940s, The theory of the firm in the last ten Years, 1942, p. 793 cited in: Pedro Garcia Duarte (2010) " A Path through the Wilderness: Time Discounting in Growth Models http://public.econ.duke.edu/~staff/wrkshop_papers/2009-2010_Papers/PGDuarte_Path_Through_Wilderness.pdf"

“The use of the word "administration," is unfortunately somewhat misleading, for the word when accompanied by the definite article is also used to indicate… popularly the most important executive or administrative authorities.”

Frank Johnson Goodnow (1859–1939) American historian

Frank Johnson Goodnow, cited in: Albert Lepawsky (1949), Administration, p. 44

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 5-6

Help us to complete the source, original and additional information

Charles A. Beard 13

Related quotes

Related topics