
Source: The Invisible Bankers, Everything The Insurance Industry Never Wanted You To Know (1982), Chapter 12, They Bet Your Life, p. 209.
Source: Management and technology, Problems of Progress Industry, 1958, p. 16
Source: The Invisible Bankers, Everything The Insurance Industry Never Wanted You To Know (1982), Chapter 12, They Bet Your Life, p. 209.
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
comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.
Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)
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: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)
Quote, Professor P.C. Mahalanobis and the Development of Population Statistics in lndia
The Education of Henry Adams (1907)
Source: 1940s, The Elements of Business Administration, 1943, p. 53