“Japanese management practices succeed simply because they are good management practices.”

Last update June 3, 2021. History

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Masaaki Imai19

Japanese business theorist and consultant 1930

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“Failure in the management of practical affairs seems to be a qualification for success in the management of public affairs.”

Eric Hoffer book The True Believer

Section 54
The True Believer (1951), Part Three: United Action and Self-Sacrifice

“Of what value is the study of management?
The study of management has been omitted from the student's training until comparatively recently, for a very different reason than was psychology. It was never doubted that a knowledge of management would be of great value to anyone and everyone, and many were the queer schemes for obtaining that knowledge after graduation. It was doubted that management could be studied otherwise than by observation and practice. Few teachers, if any, believed in the existence, or possibility, of a teaching science of management. Management was assumed by many to be an art, by even more it was thought to be a divinely bestowed gift or talent, rather than an acquired accomplishment. It was common belief that one could learn to manage only by going out on the work and watching other managers, or by trying to manage, and not by studying about management in a class room or in a text book; that watching a good manager might help one, but no one could hope really to succeed who had not " the knack born in him."”

Lillian Gilbreth (1878–1972) American psychologist and industrial engineer

Source: Psychology of management, 1914, p. 2-3

“The concept of management as a specific body of knowledge and practice forming the basis of a specialised profession … Wherever human activities are carried out in an organised and co-operative form, there management must be found.”

Lyndall Urwick (1891–1983) British management consultant

Vol II, p. 216.
1940s, The Making Of Scientific Management, 1945

“I see too many academics forgetting what I think our job is in management, and that is to organize available knowledge; develop new knowledge, of course, but organize it in such a way that it can be useful to practicing managers to underpin management. I am surprised as I watch the literature, that some people are discovering what we’ve known for years. For example, some things like this: that technology affects management organization. I found that out when I was in the airline industry a few years ago and I never thought it was anything very surprising. Another, that the actual managing depends on the situation… I thought, my gosh, there must be something new there. Only to find, after spending a lot of time reading, that there wasn’t anything, and I don’t know any practicing manager who doesn’t manage in light of the situation. I think we have to agree that management theory and science should underpin practice, otherwise why develop it?”

Harold Koontz (1909–1984)

Harold Koontz in: Ronald G. Greenwood. Harold Koontz: A Reminiscence Presented at the meetings of the Academy of Management, Boston, August 14, 1984; as cited in Wren & Bedeian (2009;419-420)

“There is some confusion today as to the meaning of scientific management. This concerns itself with the nature of such management itself, with the scope or field to which such management applies, and with the aims that it desires to attain. Scientific management is simply management that is based upon actual measurement. Its skilful application is an art that must be acquired, but its fundamental principles have the exactness of scientific laws which are open to study by everyone. We have here nothing hidden or occult or secret, like the working practices of an old-time craft; we have here a science that is the result of accurately recorded, exact investigation.”

Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer

Source: Applied Motion Study (1917), p. 3.

“The Communist-Fascists, who are managers of the press, remove unwanted editors and monopolize the printing base, as it is widely practiced today in Belarus.”

Vasil Bykaŭ (1924–2003) Belarusian writer

“Ён Прыехаў, Сам Памёр, Усё Спакойна…” Апошнія Тыдні Васіля Быкава https://www.svaboda.org/amp/24853764.html // svaboda.org<br>(in Belarusian)

“The Management Process School : This approach to management theory perceives management as a process of getting things done through and with people operating in organized groups. It aims to analyze the process, to establish a conceptual framework for it, to identify principles underlying it, and to build up a theory of management from them. It regards management as a universal process, regardless of the type that the environment of management differs widely between enterprises and levels. It looks upon management theory as a way of organizing experience so that practice can be improved through research, empirical testing of principles, and teaching of fundamentals involved in the management process.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 175-6

“The management theory jungle is still with us… Perhaps the most effective way [out of the jungle] would be for leading managers to take a more active role in narrowing the widening gap… between professional practice and our college and university business”

Harold Koontz (1909–1984)

schools
Source: "The Management Theory Jungle Revisited," 1980, p. 186 ; as cited in Daniel A. Wren & Arthur G. Bedeian (2009). The evolution of management thought. p. 419-420

“The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 130.

“We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.”

C. West Churchman (1913–2004) American philosopher and systems scientist

C. West Churchman, "Managerial acceptance of scientific recommendations" in California Management Review, Vol 7 (1964), p. 33; cited in Management Systems (1971), by Peter P. Schoderbek, p. 199
1960s - 1970s

“Japanese management practices succeed simply because they are good management practices.”

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Masaaki Imai19

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