“A leader's intelligence must have simplicity and clarity; action is difficult when the mind is full of complex theories and schemes. An over-organized industry wastes just as much money as one without organization - the transmission uses up all the motor's power. (For this reason small enterprises directed by one man have the better of larger trusts because their costs are less and the quality of their product higher.) A leader must have a few very simple ideas, acquired from experience and confirmed by putting them into practice. This structure created by experience will contain much exact knowledge for use in connection with a given action.”

— André Maurois

Un Art de Vivre (The Art of Living) (1939), The Art of Leadership

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André Maurois 202

French writer 1885–1967

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“Simplicity of structure means organic unity, whether the organism be simple or complex; and hence in all times the emphasis which critics have laid upon Simplicity, though they have not unfrequently confounded it with narrowness of range.”

George Henry Lewes (1817–1878) British philosopher

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“A leader should have a quick intelligence. Time is a factor in all action. An imperfect scheme put into action at the proper time is better than a perfect one accomplished too late. Sometimes time is so important that it becomes the principal consideration.”

André Maurois (1885–1967) French writer

Un Art de Vivre (The Art of Living) (1939), The Art of Leadership

“I am countless conscious organisms, but each of these possesses only one package of experiential content, isolated from that of every other. And within any of these packages only that much of the content of experience is displayed as having the quality of immediacy that makes experience be mine. So being mine is naturally confused in each with being the experience of only that organism. One must be jolted into realising that being mine is instead an abstract quality like being red. And, further, that this is a quality that must pervade all experience. For what could count as experience that didn't have that quality? I hope that I have succeeded now in doing that jolting.”

Arnold Zuboff (1946) American philosopher

" Time, Self and Sleeping Beauty https://www.researchgate.net/publication/282052756_Time_Self_and_Sleeping_Beauty" (2008), p. 78

“It is much easier to organize control over one industry serving many markets than over one market served by the products of several industries.”

Joan Robinson (1903–1983) English economist

Source: Contributions to Modern Economics (1978), Chapter 15, 'Imperfect Competition' Revisited, p. 167

“Institutional theories of organization provide a rich, complex view of organizations. In these theories, organizations are influenced by normative pressures, sometimes arising from external sources such as the state, other times arising from within the organization itself. Under some conditions, these pressures lead the organization to be guided by legitimated elements, from standard operating procedures to professional certification and state requirement, which often have the effect of directing attention away from task performance… Institutional theories of organization have spread rapidly, a testimony to the power of the imaginative ideas developed in theoretical and empirical work.”

Lynne G. Zucker American sociologist

Lynne G. Zucker (‎1987). "Institutional Theories of Organization," In: Annual Review of Sociology Vol. 13: 443-464

“Miss Follett was not a “business woman,” in the sense of having actually managed any sort of business. But her lucid and illuminating ideas about organization were of priceless interest and value to the many industrial leaders and students of human relations problems, organization and politics with whom she came in contact. Her conceptions were in advance of her time. They are still in advance of current thinking. But they are a gold-mine of suggestion for anyone who is interested in the problems of establishing and maintaining human co-operation in the conduct of an enterprise. They have the added advantage of being presented with remarkable simplicity and clarity.”

Henry C. Metcalf (1867–1942) American business theorist

Source: Dynamic administration, 1942, p. xi

“Big industry, competition and generally the individualistic organization of production have become a fetter which it must and will shatter.”

Friedrich Engels (1820–1895) German social scientist, author, political theorist, and philosopher

(1847)

“The actual manufacture of material into a specific product is a sort of digestive process which must have a functioning organization purposed to meet the required ends, just as the human body has, and it is governed by similar conditions. It must also be directed by a specific intelligence and must have internal and external avenues of correspondence to keep it alive; and, like a living organism, must adhere to the eternal economy of things and show a profit by its activities or it cannot progress.
To exemplify this in a simple way, the writer has laid out Figure I, showing the prime elements composing the anatomy of an industrial body. One does not have to draw on the imagination very far to make a comparison of this anatomy with that of man. It has its mind, will power, and brain to direct it, as indicated by the stockholders, directors and executive officers, a heart which keeps in flow the circulating medium internally; and avenues of correspondence with the outside world which furnish to it the very elements of existence.
This chart shows first, that the stockholders are simply elements belonging to the general public who have made an investment for some specific purpose; second, that immediately after this, the election of directors sets into action the first internal factor in the body, which is then divided into different functioning powers by the election of executive officers.”

Clinton Edgar Woods (1863) American engineer

Source: Organizing a factory (1905), p. 24

“The most alarming sign of the state of our society now is that our leaders have the courage to sacrifice the lives of young people in war, but have not the courage to tell us that we must be less greedy and less wasteful.”

Wendell Berry (1934) author

"Peaceableness Toward Enemies".
Sex, Economy, Freedom & Community (1993)

“An exacting leader can always command more affection that one who is indifferent. The best way to impose severity is to have about one only those whose qualities one values. Any man ca easily endure criticism if his character and intelligence are clearly not called into question. To say quickly and forcefully what one feels strongly is the wise course. A sever reproach, if rapidly spoken, is less painful than hostile and sulky dissatisfaction. Subordinates must realize that if an order is not carried out they will suffer, but also that they will be exonerated if its execution leads to disaster. A true leader will always take full responsibility for his actions.”

André Maurois (1885–1967) French writer

Un Art de Vivre (The Art of Living) (1939), The Art of Leadership

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André Maurois 202

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