Quotes about employee

A collection of quotes on the topic of employee, work, working, doing.

Quotes about employee

““Godín”, is said in Mexico of the office worker from nine to eighteen hours or of any other employee to whom his immediate boss says, during his first day of work and with all the naturalness in the world: “Welcome. From today, your body and soul belong to us.”

José Baroja book Sueño en Guadalajara y otros cuentos

World, Soul, Nature

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”

Richard Branson (1950) English business magnate, investor and philanthropist

“All kings will be reincarnated as lions and employees as flocks of sheep.”

Mwanandeke Kindembo (1996) Congolese author

“If anything was really possible or easy to achieve, then we would all end up as employers rather than employees. Kings and not subjects. Rich and not poor.”

Mwanandeke Kindembo (1996) Congolese author

“Take care of your employees…
and
They will take care of business.”

Stephie Pahlavi Zan

Business

“I studied every thing but never topped…. But today the toppers of the best universities are my employees”

Bill Gates (1955) American business magnate and philanthropist

Study, Universe

“Most of the employees were the hard-boiled, Americanized, go-getting type to whom nothing in the world is sacred, except money. They had their cynical code worked out. The public are swine; advertising is the rattling of a stick inside a swill-bucket. And yet beneath their cynicism there was the final naivete, the blind worship of the money-god.”

George Orwell book Keep the Aspidistra Flying

Source: Keep the Aspidistra Flying (1936), Ch. 3

Money, God, World, Swine

“The difference between slaves in Roman and Ottoman days and today’s employees is that slaves did not need to flatter their boss.”

Nassim Nicholas Taleb book The Bed of Procrustes: Philosophical and Practical Aphorisms

Source: The Bed of Procrustes: Philosophical and Practical Aphorisms (2010), p. 26

“Karl Marx, a visionary, figured out that you can control a slave much better by convincing him he is an employee.”

Nassim Nicholas Taleb book The Bed of Procrustes: Philosophical and Practical Aphorisms

Source: The Bed of Procrustes: Philosophical and Practical Aphorisms

“The refusal to allow a multiply-disadvantaged class to represent others who may be singularly-disadvantaged defeats efforts to restructure the distribution of opportunity and limits remedial relief to minor adjustments within an established hierarchy. Consequently, “bottom-up” approaches, those which combine all discriminatees in order to challenge an entire employment system, are foreclosed by the limited view of the wrong and the narrow scope of the available remedy. If such “bottom-up” intersectional representation were routinely permitted, employees might accept the possibility that there is more to gain by collectively challenging the hierarchy rather than by each discriminatee individually seeking to protect her source of privilege within the hierarchy. But as long as antidiscrimination doctrine proceeds from the premise that employment systems need only minor adjustments, opportunities for advancement by disadvantaged employees will be limited. Relatively privileged employ- ees probably are better off guarding their advantage while jockeying against others to gain more. As a result, Black women — the class of employees which, because of its intersectionality, is best able to challenge all forms of discrimination — are essentially isolated and often required to fend for themselves.”

Kimberlé Williams Crenshaw book Demarginalizing the Intersection of Race and Sex

Demarginalizing the Intersection of Race and Sex (1989)

Women, Effort

“I am not a federal employee. I am a constitutional officer. My job is the Constitution of the United States, I am not a government employee. I am in the Constitution.”

Tom DeLay (1947) American Republican politician

From Talk Back Live on CNN 1995 December 19.
1990s

“The average American citizen should have presented to him in a simple and easily comprehended form the truth about the business affairs that affect his daily life as consumer, employee, employer, as investor, as voter. […] There are concrete instances of unfair competition that can be reached under the Federal criminal legislation, and they should be attacked and destroyed in the courts. But the laws should be such that normally, and save in extraordinary, circumstances, there should be no need of recourse to the courts. What is needed is administrative supervision and control. This should be so exercised that the highways of commerce and opportunity should be open to all; and not nominally open, but really open, a consistent effort being made to deprive every man of any advantage that is not due to his own superiority and efficiency, controlled by moral purpose. […] Not only as a matter of justice and honesty, but as a matter of prime popular interest, we should see that this control is so exercised as to favor a proper return to the upright business manager and honest investor.”

Theodore Roosevelt (1858–1919) American politician, 26th president of the United States

1910s, The Progressives, Past and Present (1910)

Life, Truth, Justice, Law

“satisfying shareholders and employees; labor and management.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: L’exposé des principes généraux d’administration, 1908, p. 911

“"We shall say to ourselves," says one, "'After all, why do we make war?' We don't know at all why, but we can say who we make it for. We shall be forced to see that if every nation every day brings the fresh bodies of fifteen hundred young men to the God of War to be lacerated, it's for the pleasure of a few ringleaders that we could easily count; that if whole nations go to slaughter marshaled in armies in order that the gold-striped caste may write their princely names in history, so that other gilded people of the same rank can contrive more business, and expand in the way of employees and shops — and we shall see, as soon as we open our eyes, that the divisions between mankind are not what we thought, and those one did believe in are not divisions."”

Henri Barbusse book Under Fire

Under Fire (1916), Ch. 24 - The Dawn

Men, God, War, People

“When the commander in chief of a nation finds it necessary to order employees of the government or agencies of the government to do things that would technically break the law, he has to be able to declare it legal in order for them to do that.”

Ronald Reagan (1911–2004) American politician, 40th president of the United States (in office from 1981 to 1989)

Response to the Frost-Nixon interviews on the Watergate scandal, UPI (21 May 1977)
1970s

Law

“Dhirubhai will go one day. But Reliance's employees and shareholders will keep it afloat. Reliance is now a concept in which the Ambanis have become irrelevant.”

Dhirubhai Ambani (1932–2002) Indian business tycoon

From interview with Chitralekha

“Thomas Jefferson dreamed of a land of small farmers, of shop owners and merchants. Abraham Lincoln signed into law the “Homestead Act” that ensured that the great western prairies of America would be the realm of independent, property-owning citizens-a mightier guarantee of freedom is difficult to imagine.
I know we have with us today employee-owners from La Perla Plantation in Guatemala. They have a stake in the place where they work and a stake in the freedom of their country. When Communist guerrillas came, these proud owners protected what belonged to them. They drove the Communists off their land and I know you join me in saluting their courage.
In this century, the United States has evolved into a great industrial power. Even though they are now, by and large, employees, our working people still benefit from property ownership. Most of our citizens own the homes in which they reside. In the marketplace, they benefit from direct and indirect business ownership. There are currently close to 10 million self-employed workers in the U. S.-nearly 9 percent of total civilian employment. And, millions more hope to own a business some day. Furthermore, over 47 million individuals reap the rewards of free enterprise through stock ownership in the vast number of companies listed on U. S. stock exchanges.
I can’t help but believe that in the future we will see in the United States and throughout the western world an increasing trend toward the next logical step, employee ownership. It is a path that befits a free people.”

Ronald Reagan (1911–2004) American politician, 40th president of the United States (in office from 1981 to 1989)

Speech on Project Economic Justice http://www.cesj.org/about-cesj-in-brief/history-accomplishments/pres-reagans-speech-on-project-economic-justice/ (The White House, 3 August 1987) 1980s, Second term of office (1985–1989)

People, World, Law, Dreams

“And now, ladies and gentlemen, that we've enjoyed some good times this evening, and enjoyed some laughter together, I feel it is my obligation to remind you of some of the negative, depressing, dangerous, life-threatening things that life is really all about; things you have not been thinking about tonight, but which will be waiting for you as soon as you leave the theater or as soon as you turn off your television sets. Anal rape, quicksand, body lice, evil spirits, gridlock, acid rain, continental drift, labor violence, flash floods, rabies, torture, bad luck, calcium deficiency, falling rocks, cattle stampedes, bank failure, evil neighbors, killer bees, organ rejection, lynching, toxic waste, unstable dynamite, religious fanatics, prickly heat, price fixing, moral decay, hotel fires, loss of face, stink bombs, bubonic plague, neo-Nazis, friction, cereal weevils, failure of will, chain reaction, soil erosion, mail fraud, dry rot, voodoo curse, broken glass, snake bite, parasites, white slavery, public ridicule, faithless friends, random violence, breach of contract, family scandals, charlatans, transverse myelitis, structural defects, race riots, sunspots, rogue elephants, wax buildup, killer frost, jealous coworkers, root canals, metal fatigue, corporal punishment, sneak attacks, peer pressure, vigilantes, birth defects, false advertising, ungrateful children, financial ruin, mildew, loss of privileges, bad drugs, ill-fitting shoes, widespread chaos, Lou Gehrig's disease, stray bullets, runaway trains, chemical spills, locusts, airline food, shipwrecks, prowlers, bathtub accidents, faulty merchandise, terrorism, discrimination, wrongful cremation, carbon deposits, beef tapeworm, taxation without representation, escaped maniacs, sunburn, abandonment, threatening letters, entropy, nine-mile fever, poor workmanship, absentee landlords, solitary confinement, depletion of the ozone layer, unworthiness, intestinal bleeding, defrocked priests, loss of equilibrium, disgruntled employees, global warming, card sharks, poisoned meat, nuclear accidents, broken promises, contamination of the water supply, obscene phone calls, nuclear winter, wayward girls, mutual assured destruction, rampaging moose, the greenhouse effect, cluster headaches, social isolation, Dutch elm disease, the contraction of the universe, paper cuts, eternal damnation, the wrath of God, and PARANOIAAAAAAAAA!!!!!!!”

George Carlin (1937–2008) American stand-up comedian

Playing With Your Head (1986)

Life, God, Bad luck, Children

“In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist… The first order of business is to let the employees have adequate income. Their humanity must be respected, and they must be given an opportunity to enjoy their work and lead a happy life.”

Kaoru Ishikawa (1915–1989) Japanese business theorist

Kaoru Ishikawa, as cited in: Howard S Gitlow (2000), Quality Management Systems: A Practical Guide. p. 3

Life, Happiness, People, Feeling

“Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.”

Jack Welch (1935) American executive: General Electric CEO

Source: Jack: Straight from the Gut (2001), Ch. 24.

Secret, Game, Idea, Parting

“The distribution of tasks among the various employees follows a simple rule, which is that the duty of the members of each category is to do as much work as they possibly can, so that only a small part of that work need be passed to the category above. This means that the clerks are obliged to work without cease from morning to night, whereas the senior clerks do so only now and then, the deputies very rarely, and the Registrar almost never.”

José Saramago book All the Names

Source: All the Names (1997), p. 2

Parting, Night

“If you like business, you have to like GE. If you like ideas, you have to love GE. This is a place where ideas can flow freely from and through more than 20 separate businesses and more than 300,000 employees. Boundaryless behavior allows ideas to come from anywhere. We formalize our freewheeling style in a series of operating meetings that blend into one another.”

Jack Welch (1935) American executive: General Electric CEO

Section IV introduction.
Jack: Straight from the Gut (2001)

Love, Behavior, Idea, Business

“The most significant attribute and personality trait someone can possess is constant renewal; the continual process of renewing our wisdom in our personal life and in the workplace."

The above quote is an excerpt from the speech I gave the Broward County, City and County Managers Association in 1994. The theme of the presentation was how to identify higher-quality applicants and employees currently working in the organization. The concept is simple; some constantly learn what’s new and keep up to date on innovations and technology, while most only learn and are diffused by the renewal group.”

Gandolfo – (RJ Intindola)

2000

Life, Wisdom, Quotes, Learning

“I realize there is a great lack of information about what I did as governor of California and it increases the farther east you go. As a result of this, I know that the minority community has an impression that I have little or no interest in their problems. When I became governor I discovered that after eight years of liberal Democratic rule in Sacramento, very little outside of rhetoric had been done for the minorities. The civil service regulations were such that it was virtually impossible for a black employee of state government to rise above the very lowest job levels. We got those rules changed.”

Ronald Reagan (1911–2004) American politician, 40th president of the United States (in office from 1981 to 1989)

As quoted in "Ronald Reagan and Race" https://www.nationalreview.com/2019/08/ronald-reagan-and-race-richard-nixon-tape/ (August 2019), by Jay Nordlinger, National Review 1970s

Communication, Problem, Change

“You can always tell employees of the government by the total vacancy which occupies the space where most other people have faces.”

John Kennedy Toole A Confederacy of Dunces

Source: A Confederacy of Dunces (1980, posthumous), Ch. 9, p. 226

People

“When you are in the position privileged access, like a system administrator, you are exposed to a lot more information on a broader scale then the average employee…”

Edward Snowden (1983) American whistleblower and former National Security Agency contractor

Praxis films, 2013
2013

“My father, William C. Boulding, was a working plumber in business for himself. At the back of the house was the yard, a corrugated iron shed full of pipes, wrenches, and blow torches, and other mysterious and rather frightening apparatus. He had two faithful employees, Billy Fox, who was moody and regarded as a little queer, and Billy Sankey, who was short and cheerful. They and my father always smelled strongly of some kind of grease. My father was a gentle man. I never I never heard his voice raised in anger. He had had a very hard childhood. His father died soon after he was born; his mother married again, a man known in the family legends as "Pa Hardacre," about whom endless stories were told. He was a bigamist. He drove my father out of the house at the age of twelve to earn his own living on the streets of Liverpool. He constantly mistreated my half-aunts, Ethel and Rosie. He died before I was born, but my mother's accounts of him sounded like something out of Dickens.”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1980s, Illustrating Economics: Beasts, Ballads and Aphorisms, 1980, p. 5

Age, Family, Faith, Business

“Companies have a responsibility to train and retrain their employees.”

Gregory Balestrero (1947) American industrial engineer

Graduating Engineer. v.12 1990/1991 McGraw-Hill, 1990. p. 14.
1990s

Training

“Some scholars have argued strenuously against the idea that the organization is determined by its situation and have instead asserted that managers have free choice and are thereby to be held morally accountable (Bourgeois 1984; Whittington 1989). Contingency theory appears to some critics to be a managerially convenient ideology that justifies as inevitable organizational characteristics that are not really inevitable, because they are not really required for organizational effectiveness, and that injure the interests of employees *Schreyogg, 1980). Thus contingency theory is opposed by free choice.
An intermediate position within this debate is that propounded by Child (1972), which he terms “strategic choice” (though he is talking about choice regarding structure). This takes the contingency theory of organizational structure but shows that some degree of choice can nevertheless enter in at several stages in the process.”

Lex Donaldson (1947) British-Australian organizational sociologist

Source: The contingency theory of organizations, 2001, p. 127.

Idea, Appearance

“The stakeholder concept was originally defined as "those groups without whose support the organization would cease to exist." The list of stakeholders originally included shareowners, employees, customers, suppliers, lenders and society. Stemming from the work of Igor Ansoff and Robert Stewart (in the planning department at Lockheed) and, later Marion Doscher and Stewart at SRI, the original approach served an important information function in the SRI corporate planning.”

Igor Ansoff (1918–2001) American mathematician

R. Edward Freeman (2010) Strategic Management: A Stakeholder Approach. p. 32

Support

“• Amended provision under the Unprogrammed Fund earmarking P472.485 million to cover the terminal leave benefits of the Philippine Postal Corporation (PhilPost) employees when they were still under the defunct Bureau of Post;”

Francis Escudero (1969) Filipino politician

2014, Speech: Sponsorship Speech for the FY 2015 National Budget

“We have an autocracy which — which runs this university. It's managed. We were told the following: If President Kerr actually tried to get something more liberal out of the Regents in his telephone conversation, why didn't he make some public statement to that effect? And the answer we received — from a well-meaning liberal — was the following: He said, "Would you ever imagine the manager of a firm making a statement publicly in opposition to his Board of Directors?" That's the answer.Well I ask you to consider — if this is a firm, and if the Board of Regents are the Board of Directors, and if President Kerr in fact is the manager, then I tell you something — the faculty are a bunch of employees and we're the raw material! But we're a bunch of raw materials that don't mean to be — have any process upon us. Don't mean to be made into any product! Don't mean — Don't mean to end up being bought by some clients of the University, be they the government, be they industry, be they organized labor, be they anyone! We're human beings!”

Mario Savio (1942–1996) American activist

Speech, http://www.americanrhetoric.com/speeches/mariosaviosproulhallsitin.htm Sproul Hall, University of California, Berkeley (1964-12-02).

Imagination, Universe

“What these tests tell employers about potential employees is hard to imagine, since the "right" answers should be obvious to anyone who has ever encountered the principle of hierarchy and subordination. Do I work well with others? You bet, but never to the point where I would hesitate to inform on them for the slightest infraction. Am I capable of independent decision making? Oh yes, but I know better than to let this capacity interfere with a slavish obedience to orders. At The Maids, a housecleaning service, I am given something called the "Accutrac personality test," which warns at the beginning that "Accutrac has multiple measures which detect attempts to distort or 'psych out' the questionnaire." Naturally, I "never" find it hard "to stop moods of self-pity," nor do I imagine that others are talking about me behind my back or believe that "management and employees will always be in conflict because they have totally different sets of goals."”

Barbara Ehrenreich (1941) American writer and journalist

The real function of these tests, I decide, is to convey information not to the employer but to the potential employee, and the information conveyed is always: You will have no secrets from us.
Source: Nickel and Dimed: On (Not) Getting by in America (2001), Ch. 2: Scrubbing in Maine (p. 59)

Secret, Imagination, Mood, Nature

“There are times when a company’s know-how, product range, and labor relations are in harmony with the world around it. The business situations are familiar, the company is well organized, and employees are trained and prepared. During those times, managers do not need to develop and implement new ideas. Their job is to allocate resources to promote growth and development, channeling capital and people to the parts of the organization best positioned to benefit from the current state of affairs. Those parts of the organization then become larger, better established, and more powerful.
But just when the company has organized itself, outside circumstances may change. New technologies come on the scene, markets shift, interest rates fluctuate, consumers’ tastes change, and the company must enter a new phase of life. In order to stay in sync with the outside world, it must be able to alter its marketing strategy, its product range, its organizational form, and where and how it does its manufacturing. And once a company has adapted to a new environment, it is no longer the organization it used to be; it has evolved. That is the essence of learning.”

Arie de Geus (1930) Dutch businessman

Cited in: Richard C. Huseman, Jon P. Goodman (1998), Leading with Knowledge: The Nature of Competition in the 21st Century. SAGE Publications, p. 72.
The Living Company, 1997

Life, People, World, Idea

“Whether your organization is a large corporate entity or a small business with only a few employees, a winning team is born the day leaders purpose to make people feel that they are significant an that their work has value by treating them with dignity and respect.”

Don Soderquist (1934–2016)

Don Soderquist “ The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company https://books.google.com/books?id=mIxwVLXdyjQC&lpg=PR9&dq=Don%20Soderquist&pg=PR9#v=onepage&q=Don%20Soderquist&f=false, Thomas Nelson, April 2005, p. 54. On Creating Teamwork

People, Feeling, Business

“The hotels are entirely run by the Moscow Soviet, which seems to have picked its employees rather for their political reliability than for their experience or cleverness at hotel management.”

Dorothy Thompson (1893–1961) American journalist and radio broadcaster

Source: "The New Russia" 1928, p. 25

“But today's dilemmas are even harder to deal with: autonomy vs. control; innovation vs. no surprises; participation and ownership vs. meeting deadlines; and job security vs. excess employees through job design”

Chris Argyris (1923–2013) American business theorist/Professor Emeritus/Harvard Business School/Thought Leader at Monitor Group

Source: On organizational learning (1999), p. 240

“Organization aims to unite individuals into a body which shall work together for a common end. Specifically, organization prepares for the transaction of business by electing and appointing officers and committees, delegating authorities and bringing into systematic connection and cooperation, each and every part of the industrial body. Right organization, in short, puts vitality into the entire factory, secures the efficient working-together of all employees, from the manager's office to the mechanic's bench, routes materials, sub-divides work, inspects output and delivers the right goods, fully processed, at the shipping room door on the correct delivery date.”

Clinton Edgar Woods (1863) American engineer

Source: Industrial organization (1914), p. 24

Business, Parting

“Bureaucracy can have dehumanizing effect upon employees, making them more like machines, especially those at the lower levels of the organizational hierarchy”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 35

“I think there is in this country a war on religion. I think there is a desire to establish a religion in America known as secularism. And I know that, based on reports, that the Obama administration gave this a lot of thought – a lot of discussion. This was not some little side issue that no one thought about. They gave it a lot of thought, and they decided to say that in this country that a church — in this case, the Catholic Church — would be required to violate its principles and its conscience and be required to provide contraceptives, sterilization, and morning after pills to the employees of the church. And that came as a shock. As I think it was Mike Huckabee said, "We are now all Catholics."”

Mitt Romney (1947) American businessman and politician

Those of us who are people of faith recognize this is — an attack on one religion is an attack on all religion.
2012-04-03
Romney: Obama wants to ‘establish a religion called secularism’
David
Edwards
The Raw Story
http://www.rawstory.com/rs/2012/04/03/romney-obama-wants-to-establish-a-religion-called-secularism/
2012-04-13
2012

War, People, Faith, Religion

“Scientific investigation is rapidly putting at our disposal vast amounts of knowledge concerning materials and forces, which it is the business of the engineer to utilize for the benefit of the community. Well-designed plants and efficiency labor-saving devices, to be seen on every hand, bear testimony that he is doing at least a portion of his work well. When, however, it comes to the operation of these plants and the utilization of these labor-saving devices, the lack of co-operation between employer and employee, and the inefficient utilization of labor, very much impair their efficiency. The increase of this efficiency is essentially the problem of the manager, and the amount to which it can be increased by proper study is, in most cases, so great as to be almost incredible.”

Henry Gantt (1861–1919) American engineer

Source: Work, Wages, and Profits: Their Influence on the Cost of Living. 1910, p. 13-14.

Communication, Business, Knowledge, Problem

“Employee participation cannot and will not be divorced from other human resource practices and organisational strategies. The implication of this argument is that we need to look at the total set of organisational strategies and assess their effects on performance.”

Thomas A. Kochan (1947) American academic

Source: The mutual gains enterprise, 1994, p. 64

“Just as you would not permit a fellow employee to steal a piece of office equipment worth $2,000, you shouldn't let anyone walk away with the time of his fellow managers.”

Andrew S. Grove (1936–2016) Hungarian-born American businessman, engineer, and author

1980s - 1990s
Source: Computer Decisions Vol. 16 (1984). p. 126

Time

“Anyone could snap anywhere; anyone's a suspect. And that means that employees go out of their way to make sure they're not perceived as being potentially dangerous, no matter how cruelly they are treated… even the slightest hint of disgruntlement could be grounds for a visit from police, a forced psychological examination, and a destroyed career.”

Mark Ames (1965) American writer and journalist

Part IV: Wage Rage, page 120.
Going Postal: Rage, Murder, and Rebellion, From Reagan's Workplaces to Clinton's Columbine and Beyond (2005)

Way

“The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.”

Warren Bennis (1925–2014) American leadership expert

Warren G. Bennis; As cited in: Mark Fisher (1991) The millionaire's book of quotations. p. 15
1990s

Dogs, Future

“The Secure Fence Act is part of our efforts to reform our immigration system. We have more to do. Meaningful immigration reforms means that we must enforce our immigration laws in the United States. It is against the law to hire someone who is here illegally. We fully understand that most businesses want to obey that law, but they cannot verify the legal status of their employees because of widespread document fraud. So we're creating a better system for verifying documents and work eligibility, and in the meantime, holding people to account for breaking the law. We must reduce pressure on our border by creating a temporary worker plan. Willing workers ought to be matched with willing employers to do jobs Americans are not doing for a temporary -- on a temporary basis.”

George W. Bush (1946) 43rd President of the United States

2000s, 2004, Signing of Secure Fence Act of 2006

People, Law, Understanding, Business

“On one level, then, Cadbury can be seen as a classic example of Victorian industrial paternalism, albeit carried to greater lengths than in most other companies of the day. On another level, however, the Cadbury system resulted in a very strong, highly flexible organisation which, thanks to the strong levels of employee commitment and participation, could draw on a large bank of experience and intelligence to solve problems and undertake what amounted to continuous improvement. The employee participation system in particular meant that Cadbury was constantly upgrading its processes and products. Herbert Casson regarded Cadbury in the 1920s as one of the best-run companies in Britain, if not the world, and summed up the key to its success very succinctly: ‘At Cadbury, everybody thinks.”

Edward Cadbury (1873–1948) British businessman

Morgen Witzel (2003), Fifty Key Figures in Management. p. 39
Quote on the Cadbury company at the time Edward Cadbury was managing director

World, Intelligence, Problem, Thinking

“Consider, for example, the mechanical precision with which many of our institutions are expected to operate. Organizational life is often routinized with the precision demanded of clockwork. People are frequently expected to arrive at work at a given time, perform a predetermined set of activities, rest at appointed hours, and then resume their tasks until work is over. In many organizations, one shift of workers replaces another in methodical fashion so that work can continue uninterrupted twenty-four hours a day every day of the year. Often, the work is very mechanical and repetitive. Anyone who has observed work in the mass-production factory or in any of the large “office factories” processing paper forms such as insurance claims, tax returns, or bank checks will have noticed the machine-like way in which such organizations operate. They are designed like machines, and their employees are in essence expected to behave as if they were parts of machines.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 20; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as machine:

Life, People, Way, Fashion

“Our challenge is to create the kind of economic background which enables private initiative and private enterprise to flourish for the benefit of the consumer, employee, the pensioner, and society as a whole…I believe we should judge people on merit and not on background. I believe the person who is prepared to work hardest should get the greatest rewards and keep them after tax. That we should back the workers and not the shirkers: that it is not only permissible but praiseworthy to want to benefit your own family by your own efforts”

Margaret Thatcher (1925–2013) British stateswoman and politician

Speech at Young Conservative Conference (8 February 1975) http://www.margaretthatcher.org/document/102484 Shadow Secretary for Environment

People, Family, Effort, Personality

“Firing employees, that's unfortunately a part of doing business.”

Paul Wolfowitz (1943) American politician, diplomat, and technocrat

(2006) http://www.avaaz.org/en/sack_wolfowitz/.

Business, Parting

“Whenever smart and well-intentioned people avoid confronting obstacles, they disempower employees and undermine change.”

John P. Kotter (1947) author of The heart of Change

Source: Leading Change, 1996, p. 10

People, Change

“Industry suffers from the managerial dogma that for the sake of stability and continuity, the company should be independent of the competence of individual employees. Hence industry rejects any methodological proposal that can be viewed as making intellectual demands on its work force. Since in the US the influence of industry is more pervasive than elsewhere, the above dogma hurts American computing science most. The moral of this sad part of the story is that as long as computing science is not allowed to save the computer industry, we had better see to it that the computer industry does not kill computing science.”

Edsger W. Dijkstra Computing Science

Dijkstra (1999) "Computing Science: Achievements and Challenges" https://www.cs.utexas.edu/users/EWD/transcriptions/EWD12xx/EWD1284.html (EWD 1284). 1990s

Sadness, Suffering, Science, Parting

“Also vital is the protection of the institution of private property through such steps as: limiting the claims and power of employees, abolishing traditional land tenure, safeguarding the sanctity of contracts, and guaranteeing full compensation in the event of nationalization.”

Richard Sandbrook (1946–2005) environmentalist

Source: The State and Economic Stagnation in Tropical Africa, p. 320

“This is a film about — and also for — not only obsessed clerks in record stores, but the video store clerks who have seen all the movies, and the bookstore employees who have read all the books. Also for bartenders, waitresses, greengrocers in health food stores, kitchen slaves at vegetarian restaurants, the people at GNC who know all the herbs, writers for alternative weeklies, disc jockeys on college stations, salespeople in retro clothing shops, tattoo artists and those they tattoo, poets, artists, musicians, novelists, and the hip, the pierced and the lonely. They may not see themselves but they will recognize people they know.”

Roger Ebert (1942–2013) American film critic, author, journalist, and TV presenter

Review of http://www.rogerebert.com/reviews/high-fidelity-2000 High Fidelity (31 March 2000) Reviews, Four star reviews

People, Health, Books, Food

“Nearly fifty years ago… Douglas McGregor launched a debate over how to manage The Human Side of the Enterprise. By comparing what he called Theory X and Theory Y perspectives, he challenged the management profession to reexamine its assumptions about the motivations employees bring to their jobs. The question was: Could employees be trusted and empowered to do good work, or did they have to be closely directed, monitored, and controlled to act in the interests of the firm? While McGregor’s Theory Y sparked important innovations in human resource practices, it did not challenge fundamental assumptions underpinning the 20th Century organizational model. If, as is widely recognized, human capital and knowledge are the most important sources of value for the 21st Century organization, then fundamental assumptions about the relationship between work and organizations will also need to be challenged.”

Thomas A. Kochan (1947) American academic

Source: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction

Motivation, Question, Knowledge

“The investor and the employee are in the same position, but sometimes the employee is more important, because he will be there a long time whereas an investor will often get in and out on a whim in order to make a profit.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 143.

Time

“The gods of all pagan faiths have been allied with the rich rulers. The priests of most religions are the employees of the landowners. But the God of Israel has always claimed to be with the poor—whether in the legislation of Deuteronomy, the words of the prophets, or the experiences of the New Testament. Our God is on the side of the poor.”

John Howard Yoder (1927–1997) 20th century American Mennonite theologian

Source: Radical Christian Discipleship (2012), p. 41

God, Faith, Religion

“In a hierarchy every employee tends to rise to his level of incompetence.”

Laurence J. Peter (1919–1990) Canadian eductor

Source: The Peter Principle (1969), p. 25: Statement of the Peter Principle

“When a condition of honesty and sincerity is recognized to exist, errors of judgment, defects of ability, are sympathetically endured. They are expected. Employees don’t ascribe infallibility to leaders or management. What does disturb them is insincerity and the appearance of insincerity when the facts are not in their possession.”

Chester Barnard (1886–1961) American businessman

Source: Organization and Management: Selected Papers (1948), p. 11

Error, Appearance, Sincerity

“What to an outsider will be no more than the vigorous presentation of a conviction, to an employee may be the manifestation of a determination which it is not safe to thwart.”

Learned Hand (1872–1961) American legal scholar, Court of Appeals judge

National Labor Relations Board v. Federbush Co., 121 F.2d 954, 957 (1941).
Judicial opinions

“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

People, Age, Knowledge, Time

“The Communists were promising retirement for all state employees at age 35. The Socialists were proposing absolutely nothing because they couldn't elect a leader who would propose things. The centre-right parties (of which there were about ten) were all promising employers that they would no longer have to pay workers and would be exempt from prosecution for any industrial pollution that killed fewer than 100,000 people. The far right was proposing, less realistically, to have immigrants barbecued in every place du marché on Friday nights. And in a similar vein, the rural party promised to change the law on endangered species so that hunters could now shoot dodos, unicorns, mermaids and American tourists.”

Stephen Clarke book A Year in the Merde

on political parties in France before an election:
A Year in the Merde (2005)

People, Age, Law, Change

“What I want to try to prove to you and make clear to you is that the principles of scientific management when properly applied, and when a sufficient amount of time has been given to make them really effective, must in all cases produce far large and better results, both for the employer and the employees, than can possibly be obtained under even this very rare type of management which I have been outlining, namely, the management of ‘initiative and incentive’, in which those on the management’s side deliberately give a very large incentive to their workmen, and in return the workmen respond by working to the very best of their ability at all times in the interest of their employers. I want to show you that scientific management is even far better than this rare type of management.”

Frederick Winslow Taylor (1856–1915) American mechanical engineer and tennis player

Source: Testimony of Frederick W. Taylor... 1912, p. 107.

Time

“In fact, the nation's biggest investment pools are the retirement funds of the large corporations and governmental bodies, such as the California Public Employees Retirement System (CALPERS), which manages an astounding $170 billion. These plans receive a level of professional management that even the nations wealthiest investors can only dream of.”

William J. Bernstein (1948) economist

Source: The Four Pillars of Investing (2002), Chapter 3, The Market Is Smarter Than You Are, p. 85.

Dreams

“Anyone who bar-codes their employees isn’t likely to be the forgiving type, and the reflex of long-held obedience through hierarchy is usually enough to overcome fear of a combat death. That’s how you fight wars, after all—with soldiers who are more afraid of stepping out of line than they are of dying on the battlefield.”

Richard K. Morgan book Altered Carbon

Source: Altered Carbon (2002), Chapter 14 (p. 182)

Death, War, Fear, Forgiveness

“You showed the world that all the great big words were a chair and a revocable employee”

Adonis Georgiadis (1972) Greek politician

As he said to Dimitris Vettas in Skai Group at the show "Atairiastoi" (22 November 2016)
Source: https://www.youtube.com/watch?v=iTtrZnBIbAo

World

“American critics of welfare statism are often surprised to learn that countries like West Germany, with a much more comprehensive welfare state and a statistically "larger" public sector, have fewer government employees per capita than the United States does.”

Robert Kuttner (1943) American journalist

Source: The Economic Illusion (1984), Chapter 1, Equality and Efficiency, p. 23

Learning, Country

“Gradually it dawned on me how much people in America depended on their employers for all sorts of things that were unimaginable to me: medical care, health savings accounts, and pension contributions, to name the most obvious. The result was that employers ended up having far more power in the relationship than the employee. In America jeopardizing your relationship with your employer carried personal risks that extend far beyond the workplace, to a degree unthinkable where I came from.”

Anu Partanen (1975) journalist

Source: The Nordic Theory of Everything, Chapter 1

People, Health, Dependency, Personality

“From the beginning, the forces of light and the forces of darkness have polarized the field of organizational analysis, and the struggle has been protracted and inconclusive. The forces of darkness have been represented by the mechanical school of organizational theory — those who treat the organization as a machine. This school characterizes organizations in terms o£ such things as:
:* centralized authority
:* clear lines of authority
:* specialization and expertise
:* marked division of labor
:* rules and regulations
:* clear separation of staff and line
The forces of light, which by mid-twentieth century came to be characterized as the human relations school, emphasizes people rather than machines, accommodations rather than machine-like precision, and draws its inspiration from biological systems rather than engineering systems. It has emphasized such things as:
:* delegation of authority
:* employee autonomy
:* trust and openness
:* concerns with the "whole person"
:* interpersonal dynamics
The forces of darkness formulated their position first, starting in the early part of this century. They have been characterized as the scientific management or classical management school…”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, "The short and glorious history of organizational theory", 1973, p. 3

People, School, Light, Parting

“Apple is a hugely successful company and its Mac business, even though it trails the wider PC market by a wide margin, is a great business, a very, very successful and desirable business. For Apple. Why anyone would care about that, other than employees of Apple, is unclear to me.”

Paul Thurrott (1966) American podcaster, author, and blogger

Market Share Matters http://winsupersite.com/blog/supersite-blog-39/commentary/market-share-matters-140372 in Paul Thurrott's Supersite For Windows (27 August 2011)

Business, Success

“In a society of employees dominated by the marketing mentality, it is inevitable that a personality market should arise. For in the great shift from manual skills to the art of 'handling', selling and servicing people, personal or even intimate traits of employees are drawn into the sphere of exchange and become commodities in the labor market.”

C. Wright Mills book White Collar: The American Middle Classes

White Collar: The American Middle Classes (1951)

People, Art, Personality

“Every piece of data suggests that workplaces are in dire shape and there is low levels of trust in leaders. For instance, data on employee engagement from Gallup show that worldwide only about 13% of employees report being engaged with their work, and in the U. S., the number is barely higher at 20%. Job satisfaction has declined almost linearly since 1987 to the present. The Edelman Trust index indicates that the public at large has low trust in leaders, while other surveys show that employees do not expect their own leaders to make ethical decisions or to consistently tell them the truth about difficult situations.”

Jeffrey Pfeffer (1946) American academic

Jeffrey Pfeffer in: Dan Schawbel. " Jeffrey Pfeffer: What Most People Don't Know About Leadership http://www.forbes.com/sites/danschawbel/2015/09/15/jeffrey-pfeffer-what-most-people-dont-know-about-leadership," at Forbes.com, Sept. 15, 2015

Truth, Decision

“Today, excellent companies realize that project failures have more to do with behavioral shortcomings — poor employee morale, negative human relations, low productivity, and lack of commitment.”

Harold Kerzner (1940) American engineer, management consultant

Source: In search of excellence in project management (1998), p. 209

Behavior, Failure

“So David outside of gay and lesbian issues, first of all no one should get fired because they are gay or lesbian period. But when you set these laws up my experience with these laws are you create a protected class. And I speak as someone who started a one man handyman business in Albuquerque in 1974 and grew it to over a thousand employees… I’ll tell you because of our laws that we passed on safety issues that this whole notion of whistle blower legislation it sounds great but the reality is… employees that were horrible declared themselves to be whistle blowers in the safety category or they declared themselves an alcoholic because of legislation [feedback] the American for Disabilities Act… I want that person who breaks a window breaks a windshield with a rock prosecuted on the basis that they threw a rock through a windshield not because they were motivated by hate.”

Gary Johnson (1953) American politician, businessman, and 29th Governor of New Mexico

Statement made to representatives of the Pagan Newswire Collective (PNC)
2011-10-16
http://www.patheos.com/blogs/paganswithdisabilities/2011/10/full-transcript-of-qa-with-presidential-candidate-gary-johnson/
2012-02-24
Sound Government

Hate, Alcohol, Law, Motivation

“Instead of constantly talking about motivation, organizations should ensure that employees are occasionally delighted.”

Ricardo Semler book The Seven-Day Weekend

The Seven-Day Weekend (2004)

Motivation

“Be aware that you may not be the best judge of what your employees need to do their jobs effectively. Even if you've done the job yourself, someone else may work best with a different set of tools, or in a different setup, because each person is different.”

Robert W. Bly (1957) American writer

101 Ways to Make Every Second Count: Time Management Tips and Techniques for More Success With Less Stress (1999)

Personality

“Maybe he didn't do a good job and I was unsatisfied with his work … On occasion, four times, we used certain laws that are there. And when Secretary Clinton talks about people that didn't get paid, first of all, they did get paid a lot, but taken advantage of the laws of the nation. Now, if you want to change the laws, you've been there a long time, change the laws. But I take advantage of the laws of the nation because I'm running a company. My obligation right now is to do well for myself, my family, my employees, for my companies. And that's what I do. … She [Hillary Clinton] doesn't say is that tens of thousands of people that are unbelievably happy and that love me.”

Donald J. Trump (1946) 45th President of the United States of America

About not having paid to some of his employees.
2010s, 2016, September, First presidential debate (September 26, 2016)

Love, Happiness, People, Family

“[Ford] has publicly declared that fellating employee egos takes precedence over enterprise data security. A company that takes this position deserves what befalls them as a consequence.”

Karl Denninger American businessman

Ford's Folly (iPhones) http://market-ticker.org/akcs-www?archive-list=Market-Ticker&month=2014-07-01 in The Market Ticker (31 July 2014)

“While II was looking for a good enough excuse to run away from Anand; I was befriended by Tribhuvandas Patel, the young cooperative chairman and almost without realizing it I began to share his dream of building a strong organization that would free the famers from clutches of the middle man. In one of my weker moments I accepted |w:Tribhuvandas Kishibhai Patel|Tribhuvandas’s]] suggestion that I work for the nascent Kaira Cooperative. I have never regretted that decision in my 33-year career as an employee of the farmers.”

Verghese Kurien (1921–2012) Indian founder of dairy-cooperative Amul

In p. 74
Quote, Our Leaders

Dreams, Decision, Strong

“A variety of studies in widely different fields show that supervisors who are getting the best production, the best motivation, and the highest levels of worker satisfaction are employee-centred appreciably more often than production-centred.”

Rensis Likert (1903–1981) American statistician

Source: New patterns of management, (1961), p. 342

Motivation, Study

“The great organization must not only accommodate the fact that each employee is different, it must capitalize on these differences. It must watch for clues to each employee's natural talents and then position and develop each employee so that his or her talents are transformed into bona fide strengths.”

Marcus Buckingham (1966) British writer

Source: Now, Discover Your Strengths (2001), p. 5

Nature

“It is also important to remember that evolution works like any other aspect of real life, in that not everything progresses or progresses at the same speed. It's just like at work: some employees may suddenly excel, soaring through the corporate ranks while others may be in the same position doing the same old thing as long as they're there. Some even get demoted. Not everything moves in the same pace or in the same direction, and some don't seem to change much at all.”

Aron Ra (1962) Aron Ra is an atheist activist and the host of the Ra-Men Podcast

Youtube, Other, Geerup's Terrible Lizard Classification https://www.youtube.com/watch?v=qhZeowON8l8 (July 28, 2009)

Life, Change, Speed

“It is essential condition to maintain mutual trust and confidence between the employer and the employee to obtain the goal of rapid economic development and social justice.”

V. V. Giri (1894–1980) Indian politician and 4th president of India

Pravin Durai in: Human Resource Management http://books.google.co.in/books?id=aan1hKH_ejUC&pg=PA387, Pearson Education India, p. 387 Explaining his theme of the tree of socialism with the root comprising human beings.

Justice, Confidence

“Americanization having its roots in political ideals cannot be achieved so long as these ideals, as interpreted by the sources of authority in America, mean one thing for the native-born and another thing for the foreign-born; one thing for men and another for women; one thing for employers and another for employees; one thing for the rich and another for the poor; one thing in one State and another thing in an adjoining State. No American who hopes for national unity can spend too much time insisting upon the most painstaking interpretation of the guarantees of American law, even though it takes him into such technical matters as interpreter service, cost of appeals, discriminatory laws, and race prejudices. Every support of a sound Americanism is strong or weak according as justice is done or not done.”

Frances Kellor (1873–1952) American sociologist

What is Americanization? (1919)

Women, Men, Justice, Law

“My goal is always again to bring people together. But if I'm forced to fight for something I really care about, I will never, ever back down and our country will never, ever back down. Thank you. I've fought for my family. I've fought for my business. I've fought for my employees. And now, I'm going to fight for you, the American people like nobody has ever fought before.”

Donald J. Trump (1946) 45th President of the United States of America

Victory speech after winning New Jersey and other states Tuesday night (7 June 2016) – TIME transcript http://time.com/4360872/donald-trump-new-jersey-victory-speech-transcript/ 2010s, 2016, June

People, Family, Business, Fight

“[The younger employees] do not appreciate fully the great change that is taking place in their lives, nor do they realize the added responsibility that "growing-up" brings with it.”

Edward Cadbury (1873–1948) British businessman

Source: Experiments in industrial organization (1912), p. 2; As cited in: Felix Behling et al. (2015; 194)

Change

“How many Microsoft employees does it take to screw in a light bulb?" The answer to that is none because Bill Gates has declared darkness the new standard.”

Guy Kawasaki (1954) American businessman and author

Speech at Stanford University 2 March 2011 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2669

Light

“The company is a living system. Employees are its lifeblood. Strategy is the brain and measurement and communication the central nervous system. Culture is the DNA. Leadership and continued entrepreneurial energy are its soul and spirit. Governance and accountability are its rhythms and disciplines, like exercise, a means of keeping this living organism fit and lean. Leadership gives a company energy. Governance assures its honesty.”

Mark Goyder (1953) British author

Living Tomorrow's Company, (1995)

Exercises, Soul, Communication

“Additionally, borrowing a page from U. S. foreign policy, I decided to send a message to a government that was becoming increasingly hostile, by bombing a government building and the government employees within that building who represent that government. Bombing the Murrah Federal Building was morally and strategically equivalent to the U. S. hitting a government building in Serbia, Iraq, or other nations. Based on observations of the policies of my own government, I viewed this action as an acceptable option. From this perspective, what occurred in Oklahoma City was no different than what Americans rain on the heads of others all the time, and subsequently, my mindset was and is one of clinical detachment. The bombing of the Murrah building was not personal, no more than when Air Force, Army, Navy, or Marine personnel bomb or launch cruise missiles against government installations and their personnel. I hope that this clarification amply addresses your question. Sincerely, Timothy J. McVeigh. USP Terre Haute”

Timothy McVeigh (1968–2001) American army soldier, security guard, terrorist

IN
2000s, Why I Bombed the Murrah Federal Building (2001)

Hostility, Hope, Question, Time

“THE subject I have been given for these lectures is The Psychological Foundations of Business Administration, but as it is obvious that we cannot in four papers consider all the contributions which contemporary psychology is making to business administration — to the methods of hiring, promoting and discharging, to the consideration of incentives, the relation of output to motive, to group organization, etc. — I have chosen certain subjects which seem to me to go to the heart of personnel relations in industry. I wish to consider in this paper the most fruitful way of dealing with conflict. At the outset I should like to ask you to agree for the moment to think of conflict as neither good nor bad; to consider it without ethical prejudgment; to think of it not as warfare, but as the appearance of difference, difference of opinions, of interests. For that is what conflict means — difference. We shall not consider merely the differences between employer and employee, but those between managers, between the directors at the Board meetings, or wherever difference appears.”

Mary Parker Follett (1868–1933) American academic

Source: Dynamic administration, 1942, p. 1. Lead paragraph

Way, Motivation, Business, Thinking

“No one has ever suggested that tax exemption has converted libraries, art galleries, or hospitals into arms of the state or employees "on the public payroll." There is no genuine nexus between tax exemption and establishment of religion.”

Warren E. Burger (1907–1995) Chief Justice of the United States from 1969 to 1986

Walz v. Tax Commission, 397 U.S. 664, 675 (1970).

Religion, Art

“Those who think that the Jews are poor unfortunates, arrived here by chance, carried by the wind, led by fate, and so on, are mistaken. All the Jews who exist on the face of the earth form a great community, bound by blood and Talmudic religion. They are parts of a truly implacable state, which has laws, plans and leaders who formulate these plans and carry them through. The whole thing is organised in the form of a so-called 'Kehillah'. This is why we are faced, not with isolated Jews, but with a constituted force, the Jewish community. In any of our cities or countries where a given number of Jews are gathered, a Kehillah is immediately set up, that is to say the Jewish community. This Kehillah has its leaders, its own judiciary, and so on. And it is in this small Kehillah, whether at the city or at the national level, that all the plans are formed : how to win the local politicians, the authorities; how to work one's way into circles where it would be useful to get admitted, for example, among the magistrates, the state employees, the senior officials; these plans must be carried out to take a certain economic sector away from a Romanian's hands; how an honest representative of an authority opposed to the Jewish interests could be eliminated; what plans to apply, when, oppressed, the population rebels and bursts in anti-Semitic movements.”

Corneliu Zelea Codreanu (1899–1938) Romanian politician

For My Legionaries: The Iron Guard (1936), Jewish Problem

Fate, Religion, Law, Way

“Will you encourage your workers to be innovative, or will you promote an environment where the status quo is good enough? Do you have mechanisms to allow all employees to voice opinions and provide feedback without fear of retaliation? Are you accessible, or are you insulated from your people? Good leaders motivate by being seen, by communicating, by engaging, and by taking care of their employees.”

Ann E. Dunwoody (1953) U.S. Army, first four-star general in U.S. military history

Source: A Higher Standard (2015), p. 166

People, Fear, Communication, Motivation

“The great investors are almost entirely clueless as to what their supposed “employees,” the corporation managers are doing. The CEOs are almost entirely clueless as to what the branch and facility managers are doing. And the management of each facility are almost entirely clueless as to what is going on within the black box of the actual production process. In the light of this reality, Mises’ “entrepreneur”—so carefully and closely involved in the minutiae of choosing between technical possibilities of production, a brooding omnipresence guiding the efforts of every employee—is largely a construction of fantasy. It’s quite ironic, in fact, considering that Mises starts out the block quote above with the announcement that the entrepreneur is not omnipresent.”

Kevin Carson (1963) American academic

Organization Theory: A Libertarian Perspective (2008), Chapter 7
Organization Theory: A Libertarian Perspective (2008)

Quotes, Reality, Effort, Light

“We talk endlessly of the individual and of individualism, for example, when any sensible glance at major issues indicates that we live in an era of great conformism. Our societies turn upon democratic principles, yet the quasi totality of our leading citizens refuse to take part in that process and, instead, leave the exercise of political power to those for whom they have contempt. Our business leaders hector us in the name of capitalism, when most of them are no more than corporate employees, isolated from personal risk.”

John Ralston Saul (1947) Canadian author and essayist

Voltaire's Bastards (1992)

Exercises, Business, Parting, Personality

“If a female employee is offended, a boss would like her to tell him, not sue him.”

Warren Farrell book The Myth of Male Power

Source: The Myth of Male Power (1993), Part III: Government as substitute husband, p. 294.

“This administration has proved that it is utterly incapable of cleaning out the corruption which has completely eroded it and reestablishing the confidence and faith of the American people in the morality and honesty of their government employees.”

Richard Nixon (1913–1994) 37th President of the United States of America

Nixon as Senator, speaking of the Truman administration in 1951, as quoted in Isaac Asimov's Book of Facts (1992), p. 338 http://www.findbookprices.com/detail/0803893477 1950s

People, Faith, Confidence