“Experience is the consequence of activity. The manager literally wades into the swarm of "events" that surround him and actively tries to unrandomize them and impose some order: The manager acts physically in the environment, attends to some of it, ignores most of it, talks to other people about what they see and are doing.”

— Karl E. Weick

Source: 1970s, Social Psychology of Organizing, (1979), p. 148

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Karl E. Weick 30

Organisational psychologist 1936

Karl E. Weick (1936) Organisational psychologist

Source: 1970s, Social Psychology of Organizing, (1979), p. 243 ; As cited in: Dr. Adrian McLean (2013), Leaderhip and Cultural Webs in Organisations: Weavers' Tales. p. 213

“If active managers win, it has to be at the expense of other active managers. And when you add them all up, the returns of active managers have to be literally zero, before costs. Then after costs, it's a big negative sign”

Eugene Fama (1939) American economist and Nobel laureate in Economics

Cited in: Lawrence Delevingne. " Nobel winner Fama: Active management 'never' good. http://www.cnbc.com/id/102014057" at cnbc.com. 19 Sept. 2014.

“Management is not people, it is an activity like walking, reading, swimming or running. People who perform management can be designated as managers members of management, or executive leaders.
In addition, management is a distinct activity. It can be studied, knowledge about it obtained, and skill in its application acquired.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 6 (6th ed. 1971)

“Most humans manage to squander their free time, as free time makes them dysfunctional, lazy, and unmotivated—the busier they get, the more active they are at other tasks.”

Nassim Nicholas Taleb (1960) Lebanese-American essayist, scholar, statistician, former trader and risk analyst

Source: Antifragile: Things That Gain From Disorder

“An active mind didn't need distractions in its physical environment. It needed a collection of outstanding books and a good lamp. Maybe some cheese and crackers.”

Jessica Bird book Lover Unbound

Variant: See, this was his kind of decorating. An active mind don't need distractions in its physical environment. It needed a collection of outstanding books and a good lamp. Maybe some cheese and crackers
Source: Lover Unbound

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7-8.

“The environment is located in the mind of the actor and is imposed by him on experience in order to make that experience more meaningful. It is seldom dawns on organizational theorists to look for environments inside of heads rather than outside of them.”

Karl E. Weick (1936) Organisational psychologist

Karl. E. Weick (1977, p. 273), as cited in: James R. Taylor, Elizabeth J. Van Ever. The Emergent Organization: Communication As Its Site and Surface. (1999), p. 285
1970s

“Man is usually not content simply to register the observables that surround him; he needs to refer them as far as possible to the invariances of his environment.. The underlying causes of events, especially the motives of other persons, are the invariances of the environment that are relevant to him; they give meaning to what he experiences and it is these meanings that are recorded in his life space and are precipitated as the reality of the environment to which he then reacts.”

Fritz Heider (1896–1988) German psychologist

Source: The psychology of interpersonal relations, 1958, p. 81

“It's almost as if art, in painting and music and stuff, is the leftover of some activity. The activity is the thing that I'm most interested in. Nearly everything that I've done was to see what would happen if I did this instead of that.”

Robert Rauschenberg (1925–2008) American artist

1960's, I never thought of it as much of an ability,' (1968)

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 11-12 (in 1972 edition)

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