“It follows that the more definition is given, the more omniscient the management must be, so that no functions are left whole or partly undischarged, no person is overburdened with undelegated responsibility, or left without the authority to do his job properly.”

— Tom Burns

Source: The Management of Innovation, 1961, p. 123

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Tom Burns 8

British sociologist 1913–2001

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

“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 project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.”

Harold Kerzner (1940) American engineer, management consultant

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

“Delegation means the conferring of a specified authority by a higher authority. In its essence it involves a dual responsibility. The one to vhom responsibility is delegated becomes responsible to the superior for doing the job. but the superior remains responsible for getting the Job done. This principle of delegation is the center of all processes in formal organization. Delegation is inherent in the very nature of the relation between superior and subordinate. The moment the objective calls for the organized effort of more than one person, there is always leadership with its delegation of duties.”

James D. Mooney (1884–1957) American businessman

Source: The Principles of Organization, 1947, p. 17

“The following evening John left with Lady Shorne for the south of France, without so much as a word to me.”

Violet Trefusis (1894–1972) English writer and socialite

Author: Violet Trefusis, Translator: Barbara Bray, Broderie Anglaise, published in (1992)
Context: The following evening John left with Lady Shorne for the south of France, without so much as a word to me. Alexa felt as if she were hearing that fateful cliche for the first time. "Without so much as a word." No matter how much she tried to see it from every point of view, its meaning was always clear. John was a coward. Anne was his victim. The roles were the opposite of what she had supposed. It was Anne who had been heroic, not John. John was a coward, a mere puppet into whom both Anne and Alexa had managed to breathe a semblance of life. He was as much the creation of one as of the other.

“As subordinates develop, work should be constantly added so that no one can finish his job. This serves as a prod and a challenge. It brings out their capabilities and frees the manager to assume added responsibilities. As members of the organization become capable of assuming new and more difficult duties, they develop pride in doing the job well. This attitude soon permeates the entire organization.”

Hyman George Rickover (1900–1986) United States admiral

The Rickover Effect (1992)

“If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 95-96 (1e ed. 1979) cited in: Howard G. Birnberg (1992) New directions in architectural and engineering practice. p. 192