John Rohr quote: “More directly related to the NPM is the impressive current literature criticizing it for its sometimes cavalier treatme…”

“A managed democracy is a wonderful thing… for the managers… and its greatest strength is a 'free press' when 'free' is defined as 'responsible' and the managers define what is 'irresponsible'.”

Robert A. Heinlein book The Moon Is a Harsh Mistress

Source: The Moon is a Harsh Mistress

“He produced a work of art which by its deep appreciation of natural beauty and the melancholy tenderness of its treatment of the ancient legend did more than any single work to bring about the romantic movement in European, and especially in German, literature.”

James Macpherson (1736–1796) Scottish writer, poet, translator, and politician

The Encyclopædia Britannica, 11th edn. (Cambridge: Cambridge University Press, 1910-11) vol. 17, p. 268.
Criticism

“In short, the opinion of Aristotle is this: Everything is the result of management which is constant, which does not come to an end and does not change any of its properties, as e. g., the heavenly beings, and everything which continues according to a certain rule… But that which is not constant, and does not follow a certain rule… is due to chance and not to management; it is in no relation to Divine Providence. Aristotle holds that it is even impossible to ascribe to Providence that management of these things. …It is the belief of those who turned away from our Law and said: "God hath forsaken the earth."”

Maimónides book The Guide for the Perplexed

Ezek. ix. 9
Source: Guide for the Perplexed (c. 1190), Part III, Ch.17

“Managers today come up against a few more communication barriers. One is the pressure of time. Listening carefully takes time, and managers have little of that to spare. In today’s business culture especially, with its emphasis on speed, already pressed managers may give short shrift to the slower art of one-on-one communication.”

Fritz Roethlisberger (1898–1974) American business theorist

Carl Rogers, and Fritz Roethlisberger. "Barriers and gateways to communication." Harvard Business Review, 1952.

“Managers today come up against a few more communication barriers. One is the pressure of time. Listening carefully takes time, and managers have little of that to spare. In today’s business culture especially, with its emphasis on speed, already pressed managers may give short shrift to the slower art of one-on-one communication.”

Carl R. Rogers (1902–1987) American psychologist

Carl Rogers, and Fritz Roethlisberger. "Barriers and gateways to communication." Harvard Business Review, 1952.

“Management is not people, it is an activity like walking, reading, swimming or running. People who perform management can be designated as managers members of management, or executive leaders.
In addition, management is a distinct activity. It can be studied, knowledge about it obtained, and skill in its application acquired.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 6 (6th ed. 1971)

“Let me deal here with what General Motors includes and with the responsibility that rests on its management.”

Alfred P. Sloan (1875–1966) American businessman

Alfred P. Sloan in The Turning Wheel, 1934

“Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as 'community.”

R. Edward Freeman (1951) American academic

Freeman (2001) "Enhancing Stakeholder Practice: A Particularized Exploration of Community," 2001, cited in: Enhancing Stakeholder Practice, Ten Years Later: Professor Ed Freeman on Community, Technology and Globalization http://www.justmeans.com/Enhancing-Stakeholder-Practice-Ten-Years-Later-Professor-Ed-Freeman-on-Community-Technology-Globalization/48445.html, in: Corporate social responsibility, April 15, 2011

“The greatest misunderstandings occur as to the aims of scientific management. Its fundamental aim is the elimination of waste, the attainment of worth-while desired results with the least necessary amount of time and effort. Scientific management may, and often does, result in expansion, but its primary aim is conservation and savings, making an adequate use of every ounce of energy of any type that is expended.”

Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer

Source: Applied Motion Study (1917), p. 4.

“Cybernetics is still headline news, and increasingly we hear about its applications to new fields of scientific and industrial endeavour. Stafford Beer's new book Cybernetics and Management is an admirable account on the relation that exist between cybernetics and the problems of management in industry [and]… covers a range of applications that have not previously been dealt with in print.”

Frank Honywill George (1921–1997) British psychologist

George (1960) " Automatic controls in industry http://books.google.nl/books?id=ca1QDXCpElgC&pg=PA48" in: New Scientist. 7 jan 1960. p.48

“More directly related to the NPM is the impressive current literature criticizing it for its sometimes cavalier treatment of the rule of law, especially its free and easy slogans about eliminating red tape and letting managers manage”

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