Akio Morita quote: “Management of an industrial company must be giving targets to the engineers constantly; that may be the most important …”

“Engineering has long been conceded a place as one of the modern arts, and has become a well-defined science, with a large and growing literature of its own, and of late years has subdivided itself into numerous and distinct divisions, one of which is that of mechanical engineering. It will probably not be disputed that the matter of shop management is of equal importance with that of engineering, as affecting the successful conduct of most, if not all, of our great industrial establishments, and that the management of works has become a matter of such great and far-reaching importance as perhaps to justify its classification also as one of the modern arts.”

Henry R. Towne (1844–1924) American engineer

Source: "The Engineer as an Economist," 1886, p. 428-9

“If we look at the discipline of software engineering, we see that the microeconomics branch of economics deals more with the types of decisions we need to make as software engineers or managers.”

Barry Boehm (1935) American software engineer

Source: Software engineering economics. (1984), p. 4

“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

“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”

Robert S. Kaplan (1940) American accounting academic

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

“While political and cultural factors are important as explanations for differences in national technology policy and industrial practices, emergent trends in science, engineering and management are leading to new paradigms for high-technology innovation in both Japan and the United States.”

Lewis M. Branscomb (1926) physicist and science policy advisor

Lewis M. Branscomb, Fumio Kodama (1993) Japanese innovation strategy: technical support for business visions

“If we are to replace standard numerical probability usage with engineering judgment, why do we find such an enormous disparity between the management estimate and the judgment of the engineers? It would appear that, for whatever purpose, be it for internal or external consumption, the management of NASA exaggerates the reliability of its product, to the point of fantasy.”

Richard Feynman (1918–1988) American theoretical physicist

Rogers Commission Report (1986)

“The project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 10 (2e ed. 1984) partly cited in: Frederick Betz (2011) Managing Technological Innovation. p. 172

“My final word about editing. I was to appear on the cover of a business magazine, and the writer who came to interview me was intrigued with engineers, scientists, PhDs founding and running companies. It was somewhat more unusual back in those days than now, although it was not without ample precedents in the past. So the question he put to me right away starting the interview was, "Would you say, Dr. Ramo, that engineers make the best managers?" And I said, "Engineers make the best engineers." It may be that some engineers will have managerial talents, and be in the right place at the right time, just as may be true of lawyers or accountants or salesmen, or tax experts or whatever. Now, on the magazine then, here was this picture of me, and here was this quote: "Engineers make the best engineers." Well, someone, before the cover actually got out, knew that that was a mistake. Obviously that had been a misprint. So looking at the text, and seeing the question that was asked of me, he changed it to: "Engineers make the best managers." "I quote Dr. Ramo on engineers."”

Simon Ramo (1913–2016) Father of the ICBM

All right.
An Interview Conducted by Frederik Nebeker, Center for the History of Electrical Engineering, 27 February 1995; Republished at Oral-History:Simon Ramo http://www.ieeeghn.org/wiki/index.php/Oral-History:Simon_Ramo, at ieeeghn.org, accessed May 30, 2014.

“We tend to think that the phenomenon of engineers and scientists being at the top of a company is something that started with Bill Gates, Steve Wozniak or Gary Kildal. But this just isn’t the case. Even back in the days when IBM was the single most important computer company, it was possible for one of its engineers to escape and make an impact that disturbed even Big Blue.”

Gene Amdahl (1922–2015) American physicist

Gene Amdahl, cited in " Gene Amdahl: IBM 360 First LSI-based mainframe http://www.i-programmer.info/history/8-people/300-gene-amdahl.html" at i-programmer.info. Last Updated, 14 November 2010

“When Taylor began his efforts at the Midvale Steel Company in the 1880s, several members of the American Society of Mechanical Engineers were likewise interested in labor management. Industrial capitalism was running up against renewed resistance from the growing ranks of labor, still committed to a sense of work integrity and craftsmanship. Task management, or scientific management as it came to be called, began to take shape in the eighties as the way to break the worker's threatening resistance. The heart of this approach is the systematic reduction of work into discrete, routinized tasks, totally separated from any policy decisions about the job. … For capitalism to be firmly in control, it must monopolize information and techniques as surely as it controls the rest of the means of production. The worker must be permitted only to perform certain specific narrow tasks as planned by management.”

John Zerzan (1943) American anarchist and primitivist philosopher and author

Source: Elements of Refusal (1988), p. 165

“Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.”

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