Kenneth R. Andrews quote: “The Functions of the Executive remains today, as it has been since its publication, the most thought-provoking book on …”

“The opposition of some executives to formalized organizational analysis stems in part from a reaction against the too zealous advocacy of organization as the universal panacea of all management ills. These executives correctly understand that organization is not the whole of management any more than personnel or budgeting or public relation. Organization analysis, therefore, is not properly the periodic pursuit of the expert; rather, it is the continuous responsibility of the executive. His clue is found in mal-functionings; not in the blind following of preconceived stereotypes.”

Marshall E. Dimock (1903–1991) American writer

Source: The Executive in Action, 1945, p. 53-4, as cited in Albert Lepawsky (1949), Administration, p. 406

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Richard M. Burton (1939)

Richard M. Burton, ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“The public execution, then, has a juridico-political function. It is a ceremonial by which a momentarily injured sovereignty is reconstituted.”

Michel Foucault book Discipline and Punish

Source: Discipline and Punish (1977), Chapter One, The Spectacle of the Scaffold
Context: The public execution, then, has a juridico-political function. It is a ceremonial by which a momentarily injured sovereignty is reconstituted. It restores that sovereignty by manifesting it at its most spectacular. The public execution, however hasty and everyday, belongs to a whole series of great rituals in which power is eclipsed and restored (coronation, entry of the king into a conquered city, the submission of rebellious subjects); over and above the crime that has placed the sovereign in contempt, it deploys before all eyes an invincible force. Its aim is not so much to re-establish a balance as to bring into play, as its extreme point, the dissymmetry between the subject who has dared to violate the law and the all-powerful sovereign who displays his strength.

“Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. vii

“We have created trouble for ourselves in organizations by confusing control with order. This is no surprise, given that for most of its written history, leadership has been defined in terms of its control functions.”

Margaret J. Wheatley (1941) American writer

Source: Leadership and the New Science (1992), p. 12

“Formally this work is divided into four parts, but in a sense it consists of two short treatises. One is an exposition of a theory of cooperation and organization and constitutes the first half of the book. The second is a study of the functions and of the methods of operation of executives in formal organizations.”

Chester Barnard book The Functions of the Executive

Preface
The Functions of the Executive (1938)

“Management — The definition that includes all the other definitions in this book and which, because of that, is the most general and least precise. Its concrete, people meaning — the board of directors and all executives with the power to make decisions — is no problem, except for the not-so-little matter of where to draw the line between managers who are part of "the management" and managers who are not.”

Robert Heller (1932–2012) British magician

Source: The Pocket Manager, (1987), p. 161

“The acceptance of project management has not been easy, however. Many executives are not willing to accept change and are inflexible when it comes to adapting to a different environment.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management for executives (1982), p. 2

“No foreign terrorist organization has successfully planned and executed an attack on our homeland.”

Barack Obama (1961) 44th President of the United States of America

Remarks by the President on the Administration's Approach to Counterterrorism https://www.whitehouse.gov/the-press-office/2016/12/06/remarks-president-administrations-approach-counterterrorism (6 December 2016)
2016

“The Functions of the Executive remains today, as it has been since its publication, the most thought-provoking book on organization and management ever written by a practicing executive.”

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