“Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.”

— W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

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W. Edwards Deming 33

American professor, author, and consultant 1900–1993

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“A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive, independent profit centres, and thus destroy the system.... The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

The New Economics for Industry, Government, Education (1993)

“What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

We are of course talking here about a man-made system.
The New Economics for Industry, Government, Education (1993)

“The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

The New Economics for Industry, Government, Education (1993)

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 11-12 (in 1972 edition)

Arthur G. Bedeian (1946) American business theorist

Daniel A. Wren & Arthur G. Bedeian (1972: 11-12); as cited in: Le Texier, Thibault. "The first systematized uses of the term “management” in the eighteenth and nineteenth centuries." Journal of Management History 19.2 (2013): 189-224.

“The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it.
The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone… In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made.”

Rensis Likert (1903–1981) American statistician

Source: The Human Organization, 1967, p. 123

“All component parts of any system of management must be consistent with each of the other parts and reflect the system's basic philosophy.”

Rensis Likert (1903–1981) American statistician

Source: New patterns of management, (1961), p. 222

“Everyone's effort will be directed toward snatching a scrap of fraternal privilege from the legislature. The suffering classes, although having the greatest claim, will not always have the greatest success.”

Frédéric Bastiat (1801–1850) French classical liberal theorist, political economist, and member of the French assembly

Source: Justice and Fraternity (1848), p. 319
Context: "[The socialists declare] that the State owes subsistence, well-being, and education to all its citizens; that it should be generous, charitable, involved in everything, devoted to everybody;... that it should intervene directly to relieve all suffering, satisfy and anticipate all wants, furnish capital to all enterprises, enlightenment to all minds, balm for all wounds, asylums for all the unfortunate, and even aid to the point of shedding French blood, for all oppressed people on the face of the earth.
Who would not like to see all these benefits flow forth upon the world from the law, as from an inexhaustible source? … But is it possible? … Whence does [the State] draw those resources that it is urged to dispense by way of benefits to individuals? Is it not from the individuals themselves? How, then, can these resources be increased by passing through the hands of a parasitic and voracious intermediary?
... Finally…we shall see the entire people transformed into petitioners. Landed property, agriculture, industry, commerce, shipping, industrial companies, all will bestir themselves to claim favors from the State. The public treasury will be literally pillaged. Everyone will have good reasons to prove that legal fraternity should be interpreted in this sense: "Let me have the benefits, and let others pay the costs." Everyone's effort will be directed toward snatching a scrap of fraternal privilege from the legislature. The suffering classes, although having the greatest claim, will not always have the greatest success.

“A new concept and a new method were needed. The concept from the engineering standpoint is the evolution of the engineering scientist, i. e., the scientific generalist who maintains a broad outlook. The method is that of the team approach. On large-scale-system problems, teams of scientists and engineers, generalists as well as specialists, exert their joint efforts to find a solution and physically realize it.
We are led to the concept of the system-design team, a small group of engineers or scientists, to lead a large project and organize the system effort. Such men have been variously called engineering scientists, system engineers, system analysts, or large-scale-system designers. The technique has been variously called the systems approach or the team development method. It is toward this man and his teammates that these discussions are directed. With the realization that not enough can be learned in all the required fields to make him a specialist, enough is introduced to make him aware of the language and problems of the specialist. This generalist is a new quantity in the engineering world, and his education must be begun.”

Robert E. Machol (1917–1998) American systems engineer

Source: System Engineering (1957), p. 8

“Our new aim is the organisation of the material environment, i. e. of contemporary industrial production, and all active artistic creativity must be directed towards this.”

Lyubov Popova (1889–1924) Russian artist

Quote, End of 1921, from; Liubov Popova, untitled manuscript, cited by A. Adaskina in 'Liubov' Popova. Put' stanovleniia khudozhnika-konstruktora', 'Tekhnicheskaia estetika', no.11, 1978, p.19; as quoted by Christina Lodder in Tate Papers no. 14: Liubov Popova: From Painting to Textile Design http://www.tate.org.uk/research/publications/tate-papers/14/liubov-popova-from-painting-to-textile-designhttp://www.tate.org.uk/research/publications/tate-papers/14/liubov-popova-from-painting-to-textile-design

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