“The workplace changes being introduced jointly have two basic objectives: (1) to increase the participation and involvement of individuals and informal groups work so as to overcome adversarial relations and increase employee motivation, commitment, and problem-solving potential; and (2) to alter the organization of work so as to simplify work rules, lower costs, and increase flexibility in the management of human resources.”

— Thomas A. Kochan

Source: The transformation of American industrial relations, 1986, p. 147

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Thomas A. Kochan 10

American academic 1947

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“Suggestions [by employees] are invited on the various matters indicated under the following headings : —
1. New or improved goods.
2. Improvement in method of manufacture.
3. Suggestions appertaining to advertisements or methods likely to increase sales.
4. Improvements with reference to management.
5. Suggestions affecting the social well-being, Athletic and other clubs, Societies, Libraries, Magazine, etc.
6. Any suggestion of whatever character so long as it bears some relation to, or is connected with, the Works at Bournville.”

Edward Cadbury (1873–1948) British businessman

Source: Experiments in industrial organization (1912), p. 212; Partly cited in: Morgen Witzel (2003), Fifty Key Figures in Management. p. 39

“We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information. And he can do little to increase his available time or significantly enhance his power to manage. Furthermore, he is driven to focus on that which is current and tangible in his work, even though the complex problems facing many organizations call for reflection and a far-sighted perspective.”

Henry Mintzberg (1939) Canadian busines theorist

Source: The structuring of organizations (1979), p. 173

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 5-6

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 5-6

“Competition among capitalists requires that they constantly reduce the costs of production, by cutting wages or some other means, while increasing output through technological change and greater efficiency. The process, then, involves three intertwined aspects:
(1) capitalists control the means of production,
(2) laborers must sell their labor to survive because they lack access to the means of production, and
(3) there must be constant changes to increase production and cut costs.”

Ted C. Lewellen (1940–2006) American writer

Political Anthropology: An Introduction (2003), p. 213

“The fraction of Americans working in occupations concerned primarily with information has increased from 20 to nearly 50 percent of the work force.”

Edward O. Wilson book On Human Nature

On Human Nature (1978), Ch.4 Emergence

“I wanted to increase the work requirement. I said, for instance, that even if you have a child 2 years of age, you need to go to work. And people said, "Well, that's heartless." And I said, "No, no, I'm willing to spend more giving day care to allow those parents to go back to work. It'll cost the state more providing that daycare, but I want the individuals to have the dignity of work."”

Mitt Romney (1947) American businessman and politician

2012

“Society thrives on trade simply because trade makes specialization possible, and specialization increases output, and increased output reduces the cost in toil for the satisfactions men live by. That being so, the market place is a most humane institution.”

Frank Chodorov (1887–1966) American libertarian thinker

Source: The Rise & Fall of Society (1959), p. 56

“From the point of view of factory management, there were two purposes to the research: (1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?”

John R. P. French (1913–1995) American psychologist

Source: "Overcoming resistance to change." 1948, p. 512

“The two preponderant forces at work are technological development, which made for a relative increase in demand and hence in the income ratio… and increased access to schooling, which made for a relative decrease.”

Jan Tinbergen (1903–1994) Dutch economist

Source: Income Distribution (1975), p. 35; Cited in: Acemoglu (2000, p. 16)

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