“To maintain and continue a high volume of flow demanded organizational innovation. It would be achieved only by creating an administrative hierarchy operated by many full-time salaried managers.”
Source: The Visible Hand (1977), p. 236; Cited in: Best (1990, p. 48).
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Alfred D. Chandler, Jr. 14
American historian 1918–2007Related quotes

Philip Kotler (1993), as cited in: Gerald A. Cole (2003), Strategic Management, p. 131

Source: The balance of payments, 1951, p. 106; As cited in: Metaxas & Weber (2013, p. 20)
Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Context: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.
Source: 1950s, Problems of Life (1952, 1960), p. 52)

Source: The Archiving Society, 1961, p. 301
Daniel A. Wren, "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87.03 (2013): 515-543 : Article abstract