Quotes about management (1895 quotes, page 10)

“Mahindra is a very natural fit for me. Firstly it is a product that is owned, operated and managed out of India. So there’s that great connection to that link between Australia and India.”

Matthew Hayden (1971) Australian cricketer

Hayden on Mahindra & Mahindra, quoted on The Courier Mail, "The day 50 people laughed at Matthew Hayden" http://www.couriermail.com.au/entertainment/hayden-joins-indian-team/news-story/a88c1a51e63ddd3d9731820f4dc74cf1, March 20, 2016.

Nature

“Roger: Yeah, and then they get kicked out and then I got to go bail them out and then the security guards are having a fit and then we have to send our tour manager to talk to whoever's running security. Ahh, it's crazy. Crazy times!”

Roger Manganelli (1973) American musician

Time

“The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract

Communication , Business , Support , Study

“These are countries that started with higher levels of poverty incidence than our country but have successfully managed to lessen, if not virtually eliminate, extreme poverty.”

Francis Escudero (1969) Filipino politician

2009, Speech: The Socio-Economic Peace Program of Senator Francis Escudero

Country

“We will not take money in taxes from those who work hard and pay it out to those who don't. We are trying to roll back the tide of Socialism. We must get ‘stuck in’ and sort out our problems in our traditional British way instead of asking the Government to intervene every time. Intervening means taking from people who work jolly hard and just manage to live within their means and make a profit, money in extra tax to pay for those who don't.”

Margaret Thatcher (1925–2013) British stateswoman and politician

Speech to Finchley Conservatives ("We are trying to roll back the tide of Socialism") (26 January 1980) https://www.margaretthatcher.org/document/104297
First term as Prime Minister

Money , People , Way , Problem

“To conduct of government business… [is similar to the] conduct of the affairs of any other social organization, commercial, philanthropic, religious, or educational, in all of which good management is recognized as an element essential to success.”

Leonard D. White (1891–1958) American historian

Source: Introduction to the Study of Public Administration, 1926, p. 5

Education , Business , Success

“An objective of O. R. as it emerged from this evolution of industrial organization, is to provide managers of the organizations with a scientific basis for solving problems involving the interaction of the components of the organization in the best interest of the organization as a whole. A decision which is best for the organization as a whole is called optimum decision.”

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

Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 6; Partly cited in: Werner Ulrich (2004) " In memory of C. West Churchman (1913–2004) http://www.wulrich.com/downloads/ulrich_2004d.pdf." Journal of Organisational Transformation and Social Change. Vol 1 (Nr. 2–3) p. 210

Problem , Decision

“If you happen to be a baseball fan who reads the newspapers you've probably noticed that before a world series or any other big series the writers always print long stories of comparisons between individual players. They point out that Lou Gehrig, for instance, will hit a ball farther and harder than Joe Harris, but that Pie Traynor can go farther to his left than Joe Dugan. That's interesting—but so far as doping out the winner of the series is concerned, it's bunk. And it always gives the ball players a laugh. For ball players know that it isn't individuals who count. It's the way a team plays as a whole that determines its offensive power or its defensive strength. Smart ball players and smart managers consider offense and defense as units, knowing that it takes nine men to do the fielding and nine hitters to make up a batting order that will score runs.”

Babe Ruth (1895–1948) American baseball player

"Chapter II," Babe Ruth's Own Book of Baseball (1928), pp. 19-20; reprinted as "Babe Ruth's Own Story — Chapter II: Baseball Game Is Like a Battle; Two Big Divisions, Offense and Defense; What They Are," https://news.google.com/newspapers?id=rksbAAAAIBAJ&sjid=J0sEAAAAIBAJ&pg=2024%2C3275342&dq=if-read-newspapers-way-team-plays-whole in The Pittsburgh Press (December 21, 1928), p. 52

Men , World , Way , Reading

“To divide people into sadists and masochists is almost as foolish as dividing them into eaters and digesters. In all cases one must disregard abnormalities; after all, there are people who are better at digesting than they are at eating and vice versa. As regards masochism and sadism, it is safe to say that a healthy person displays both perversities. The only ugly thing in each case is the word. The one derived from the novelist Leopold von Sacher-Masoch is particularly degrading, and it is hard not to let one's taste for things be spoiled by the designation. Nevertheless, a man with an artistic imagination will manage to let an authentic woman turn him into a masochist and an inauthentic one into a sadist. One knocks the latter's educated unnaturalness out of her until the woman is revealed. If she already is a woman, the only thing left to do is adore her.”

Karl Kraus (1874–1936) Czech playwright and publicist

Half-Truths and One-And-A-Half Truths (1976)

People , Education , Imagination , Personality

“In brief, for the United States, Eurasian geostrategy involves the purposeful management of geostrategically dynamic states and the careful handling of geopolitically catalytic states, in keeping with the twin interests of America in the short-term: preservation of its unique global power and in the long-run transformation of it into increasingly institutionalized global cooperation. To put it in a terminology that hearkens back to the more brutal age of ancient empires, the three grand imperatives of imperial geostrategy are to prevent collusion and maintain security dependence among the vassals, to keep tributaries pliant and protected, and to keep the barbarians from coming together.”

Zbigniew Brzeziński book The Grand Chessboard

Source: The Grand Chessboard (1997), Chapter 2, The Eurasian Chessboard, p. 40.

Age , Dependency

“When it came to the tiger, I found that animating the movements of a large feline animal posed some difficulties, as it required precise and miniscule advancements in movement throughout its body. As well as tigers, I also studied domestic cats, and by so doing managed to achieve a combination of mannerisms represented by both. The overall impression is of latent ferocity and a lust for blood, but at the same time there are also slow, graceful movements that mask the creature's power.”

Ray Harryhausen (1920–2013) American animator

Source: An Animated Life (2003), p. 252

Cats , Study , Time , Animals

“Good management consists of showing average people how to do the work of superior people.”

John D. Rockefeller (1839–1937) American business magnate and philanthropist

As quoted in The Harper Book of Quotations (1993) by Robert I. Fitzhenry, p. 71; the earliest published occurrence of such remarks yet located were those of Jim Low in "The Human in Public Relations" a diner address in Proceedings, Seventh Annual Meeting of the Agricultural Research Institute, October 13-14, 1958, Washington, Pt. 3, p. 83
Disputed

For Team , People

“Why has he closed the door on Canada Post? Here's a guy who says he was a terrific manager of the economy and all things economic yet he's shut down our postal service. It's certainly the wrong thing to do and it sends a very bad signal out to the working people that tromp up and down our sidewalks and deliver our mail … that he doesn't really respect the bargaining process.”

Jack Layton (1950–2011) Leader of the New Democratic Party of Canada

Layton nixes cutting NDP ties to labour unions http://www.ctv.ca/CTVNews/Canada/20110618/ndp-layton-labour-movement-110618/ June 18,2011

People , Guy

“But the net effect of increasing scale, centralization of capital, vertical integration and diversification within the corporate form of enterprise has been to replace the 'invisible hand' of the market by the 'visible hand' of the managers.”

David Harvey (1935) British anthropologist

Source: The Limits To Capital (2006 VERSO Edition), Chapter 5, Organization of Capitalist Production, p. 146

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.”

Wanda Orlikowski American computer scientist

Thomas Kochan, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's theory Y," in: Douglas McGregor (1960), The Human Side of Enterprise; Annotated Edition, 2006, p. 366

People , Nature , Knowledge

“Understanding the concept of competency is a prerequisite to understanding his integrated model of management.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 10.

Understanding

“[In France] a minister has twenty assistants, where the Administrative Theory says that a manager at the head of a big undertaking should not have more than five or six.”

Henri Fayol (1841–1925) Developer of Fayolism

Henri Fayol cited in: Morgen Witzel (2001) Organization Behaviour, 1890-1940, Volume 1. p. 191

“Yet another hedge fund manager explained Icelandic banking to me this way: you have a dog, and I have a cat. We agree that each is worth a billion dollars. You sell me the dog for a billion, and I sell you the cat for a billion. Now we are no longer pet owners but Icelandic banks, with a billion dollars in new assets.”

Michael Lewis (1960) American writer

Source: Boomerang (2011), Chapter 2, p.17

Dogs , Way , Cats

“The world of our own making has become so complicated that we must turn to the world of the born to understand how to manage it.”

Kevin Kelly (1952) American author and editor

Out of Control: The New Biology of Machines, Social Systems and the Economic World (1995)

World , Understanding

“Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.”

Russell L. Ackoff (1919–2009) Scientist

Cited in Donella Meadows (2008) Thinking in Systems: a Primer. p. 1.
1970s, The future of operational research is past, 1979

Problem , Change

“Value Time: Our time on the earth is limited. There are so many things to do in this limited life span. So you have to manage your day and time wisely. Don’t be a fool to waste your precious time and life.”

Thich Nhat Tu (1969) Vietnamese philosopher

Engaged Buddhism, Social Change and World Peace (2014)

Life , Fools , Time

“The Good Economist Hayek is the thinker who has mind-blowing insights into just why the competitive market system is such a marvelous societal device for coordinating our by now 7.2 billion-wide global division of labor. Few other economists imagined that Lenin’s centrally-planned economy behind the Iron Curtain was doomed to settle at a level of productivity 1/5 that of the capitalist industrial market economies outside. Hayek did so imagine. And Hayek had dazzling insights as to why. Explaining the thought of this Hayek requires not sociology or history of thought but rather appreciation, admiration, and respect for pure genius.The Bad Economist Hayek is the thinker who was certain that Keynes had to be wrong, and that the mass unemployment of the Great Depression had to have in some mysterious way been the fault of some excessively-profligate government entity (or perhaps of those people excessively clever with money–fractional-reserve bankers, and those who claim not the natural increase of flocks but rather the interest on barren gold). Why Hayek could not see with everybody else–including Milton Friedman–that the Great Depression proved that Say’s Law was false in theory, and that aggregate demand needed to be properly and delicately managed in order to make Say’s Law true in practice is largely a mystery. Nearly everyone else did: the Lionel Robbinses and the Arthur Burnses quickly marked their beliefs to market after the Great Depression and figured out how to translate what they thought into acceptable post-World War II Keynesian language. Hayek never did.
My hypothesis is that the explanation is theology: For Hayek, the market could never fail. For Hayek, the market could only be failed. And the only way it could be failed was if its apostles were not pure enough.”

J. Bradford DeLong (1960) American economist

Making Sense of Friedrich A. von Hayek: Focus/The Honest Broker for the Week of August 9, 2014 http://equitablegrowth.org/making-sense-friedrich-von-hayek-focusthe-honest-broker-week-august-9-2014/ (2014)

Money , War , People , World

“Dimock makes the generalization that 90 percent of the characteristics of public government executive management are identical with those of private executive management. In spite of large areas of similarity, I strongly dissent. I would place the percentage very much lower - whether 30 per cent or SO per cent lower, I shall not attempt to say.”

Wallace Brett Donham (1877–1954) American academic

Source: "Governmental and Business Executives", 1946, p. 176; cited in: Albert Lepawsky (1949), Administration, p. 194-5

“Speaking of that last contract signing reminds me of a good laugh I had at the expense of the newspaper boys. There were a couple of dozen of them sticking around when I signed, some of them fellows who had been traveling with the Yankees for several seasons; fellows whom I know intimately and well. Yet in their stories, every one of them wrote about me signing that contract with my left hand and some of the newspapers even ran pictures showing me signing left-handed! How they managed it I don't know—for as a matter of fact I write with my right hand now, and I always have. I'm left-handed in everything else I do, but when it comes to writing I'm as right-handed as any right-hander you ever saw. It just goes to show that people take a lot of things for granted. They don't observe things closely, particularly things about which they feel confident.”

Babe Ruth (1895–1948) American baseball player

"Chapter I," https://books.google.com/books?id=g0wbKn2OSNQC&pg=PA12 Babe Ruth's Own Book of Baseball (1928) by Ruth, as told to Ford Frick (uncredited), p. 12

People , Travel , Feeling , Confidence

“The greatest problem before engineers and managers today is the economical utilization of labor. The limiting of output by the workman, and the limiting by the employer of the amount a workman is allowed to earn, are both factors which militate against that harmonious co-operation of employer and employee which is essential to their highest common good.”

Henry Gantt (1861–1919) American engineer

H.L. Gantt (1904) paper presented before the International Congress of Arts and Sciences at the Louisiana Purchase Exhibition, St. Louis, 1904. Published in: H.L. Gantt (1910) Work, Wages, and Profits: Their Influence on the Cost of Living. 1910.

Problem

“If combat means living in a ditch, females have biological problems staying in a ditch for thirty days because they get infections and they don't have upper body strength. I mean, some do, but they're relatively rare. On the other hand, men are basically little piglets, you drop them in the ditch, they roll around in it, doesn't matter, you know. These things are very real. On the other hand, if combat means being on an Aegis-class cruiser managing the computer controls for twelve ships and their rockets, a female may be again dramatically better than a male who gets very, very frustrated sitting in a chair all the time because males are biologically driven to go out and hunt giraffes.”

Newt Gingrich (1943) Professor, Speaker of the United States House of Representatives

Address, "Renewing American Civilization," Reinhardt College (7 January 1995)
1990s

Men , Problem , Time

“In the winter of 2008, Jenifer and I visited Chennai Mathematical Institute. This remarkable Institute is the creation of Seshadri. It is a unique blend of an American style liberal arts college with traditional Indian guru one-on-one teaching, adding physics, computer science, history and music to its maths curriculum. Only in India could an intellectual with no business or management experience, who spends all his spare time singing classical south Indian music, have been the catalyst for such a unique educational experiment.”

David Mumford (1937) American mathematician

[David Mumford, Passages to India, Mathematics Intelligencer, 2010, Hyderabad edition, 51-55, http://www.dam.brown.edu/people/mumford/beyond/papers/2010c--PassagesIndia-journal.pdf]

Education , Art , Music , History

“Julie won a scholarship to Harvard. Graduated with honors and received another scholarship to Boston University Medical School. Julie became a medical doctor, alas, losing her medical license to a terrible addiction to heroin. As an ex-addict, she now manages Autoworld Go Carts in West Covina, California. She has the highest score on PacMan… Go Julie!!!”

Deborah Foreman (1962) American actress

When asked by SportsHollywood "What is valley girl Julie Richman doing today? http://www.sportshollywood.com/askforeman.html

School , Universe

“I am sometimes also asked whether the October Crisis taught me anything about the art of governing, or about the means that were at my disposal for defusing the crisis. First of all, it taught me that you can be the prescient futurologist in the world, you can lay out the best-made plans and define your priorities with the utmost care, but if you show yourself to be incapable of managing a crisis when it arises, you will lose your right to govern and the whole thing will blow up in your face.”

Pierre Trudeau (1919–2000) 15th Prime Minister of Canada

Part 2, 1968 - 1974 Power And Responsibility, p. 149-150
Memoirs (1993)

World , Art

“It's depressing to realize how few of the teams in our lives use their human capital and opportunities well, when it comes to sustaining performance, innovating, or adapting. That's true whether we're talking about families, sports, projects, management, or research.”

Richard Boyatzis (1946) American business theorist

Boyatzis (2012) " The Resonant Team Leader http://blogs.hbr.org/cs/2012/04/the_resonant_team_leader.html" at HBR Blog Network, April 13, 2012.

Family , Sport

“The corporation as an organizational form is an enormously productive social invention. Partly because of its success it is under increasing attack from various quarters, often under the guise of “protecting” investors from self-interested managers. Some of these attacks are successful simply because the corporation is a poorly understood entity. This paper discusses what the corporation is, what it is not, and how certain misconceptions about the corporate form are fostered by its critics as part of their attack.”

Michael Jensen (1939) American economist

William H. Meckling and Michael C. Jensen, 'Reflections on the Corporation as a Social Invention,' in Controlling the Giant Corporation: A Symposium(Center for Research in Government Policy and Business, Graduate School of Management, University of Rochester, 1982

Success , Parting

“I believe in fairies. Although I can't prove they exist, nobody has ever managed to prove to me that they don't.”

Peter Blake (1932) British artist

Simon O'Hagan "Credo:Peter Blake", http://www.findarticles.com/p/articles/mi_qn4159/is_20051120/ai_n15851377 The Independent on Sunday, 2005-11-20. Accessed from findarticles.com, 2007-01-22
Life

“The successful managers know that the best way for their people to learn and grow is through experience and that means taking chances and making errors.”

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)

People , Way , Error , Learning

“Perhaps the most important single characteristic of modern organizational cybernetics is this: That in addition to concern with the deleterious impacts of rigidly-imposed notions of what constitutes the application of good "principles of organization and management" the organization is viewed as a subsystem of a larger system(s), and as comprised itself of functionally interdependent subsystems.”

Richard F. Ericson (1919–1993) American academic

Source: Organizational cybernetics and human values (1969), p. 14-15

“It has often occurred to my mind in digesting my thoughts on this subject, what a pity it is that this most useful science should be so generally neglected in the modern methods of education; and that preceptors and tutors, both in public and private seminaries of learning, should forget that the forming the manners is more necessary to a finished education than furnishing the minds of youth. Socrates, who made all his philosophy subservient to morality, was of this sentiment: and took more pains to rectify the tempers than replenish the understandings of his pupils; and looked upon all knowledge as useless speculation that was not brought to this end, to make us wiser and better men. And, without doubt, if in the academy the youth has once happily learned the great art of managing his temper, governing his passions, and guarding his foibles, he will find a more solid advantage from it in afterlife, than he could expect from the best acquaintance with all the systems of ancient and modern philosophy.”

John Mason (1706–1763) English Independent minister and author

A Treatise on Self-Knowledge (1745)

Men , Pain , Youth , Education

“Policy-making, decision-taking, and control: These are the three functions of management that have intellectual content.”

Anthony Stafford Beer (1926–2002) British theorist, consultant, and professor

Source: Management Science (1968), Chapter 1, Processes and Policies, p. 10.

Decision

“MAJOR URWICK and Dr. Metcalf have rendered a conspicuous service by editing this collection of Mary Follett’s lectures on business management. They contain teaching which was of importance when the lectures were delivered, and which many people felt should be preserved in a collated form and given a wider public. The circumstances of today have increased that importance. Many people are being called upon to fill new administrative posts, and these lectures teach the principles which should underly all administrative method.”

Seebohm Rowntree (1871–1954) British philanthropist industrialist and sociologist writer

Seebohm Rowntree, "Preface" to Mary Parker Follett with Henry C. Metcalf, and Lyndall Urwick (eds.). Dynamic administration: the collected papers of Mary Parker Follett. Harper & Brother Publishing, 1942

People , Business

“Donna (Karan), you have huge jugs, you could totally be a manager at Hooters!”

Kathy Griffin (1960) American actress and comedian

Allegedly (2004)

“Anybody can take photographs. I have seen in the Herald Tribune some taken by a monkey that managed, with a Polaroid camera, as well as some camera owners. It is precisely because our profession is open to everyone that it remains, in spite of its fascinating ease, extremely difficult.”

Henri Cartier-Bresson (1908–2004) French photographer

Source: Henri Cartier-Bresson: Interviews and Conversations, 1951-1998, To Seize Life: Interview with Yvonne Baby (1961), p. 45

“Not the external and physical alone is now managed by machinery, but the internal and spiritual also. Here too nothing follows its spontaneous course, nothing is left to be accomplished by old natural methods. Everything has its cunningly devised implements, its preestablished apparatus; it is not done by hand, but by machinery.”

Thomas Carlyle (1795–1881) Scottish philosopher, satirical writer, essayist, historian and teacher

1820s, Signs of the Times (1829)

Nature

“I found out later that, NSA had approached the telecommunications companies in February of 2001, this is 8 months before 9/11 asking for all the customer data, that is the billing data on phone calls made from US citizens to other US citizens. In fact, the entire customer set. So, and that's fundamentally what they did after 9/11, here they were asking 8 months before. And what that meant to me was that this was the design from the beginning that management had made the plans to spy on the United States and people in the United States even before 9/11. Ok, then, when 9/11 occurred, that was the pure excuse for them to go in and say, 'now, telecoms, we really need the data now, to be able to do this to be, to protect the United States from terrorism.”

William Binney former U.S. intelligence official and cryptoanalyst; whistleblower

and that was simply false to begin with. We had no problem at all identifying these people from the beginning."
source: William Binney - 'The Government is Profiling You' - video lecture at MIT https://www.youtube.com/watch?v=qB3KR8fWNh0

People , Problem , Falseness

“Mayor Giuliani is a strong and principled leader. I saw firsthand his leadership in helping transform a crime-ridden New York City into the safest large city in our nation, while increasing preparedness by opening the city’s first Office of Emergency Management. He has always shown uncompromising courage in the face of challenges. I am proud to lead First Responders across America who support Rudy for President.”

Howard Safir (1941)

A statement by Safir posted on JoinRudy2008.com, Rudy Giuliani's official presidential campaign website anouncing the creation of "First Responders for Rudy"
[Howard Safir, http://www.joinrudy2008.com/article/index/748, Rudy Giuliani Unveils National First Responders Coalition, Rudy Giuliani Presidential Committee, Inc., 2007-08-28, 2007-12-20]

Courage , Support , Strong , Help

“Money is different from all other commodities: other things being equal, more shoes, or more discoveries of oil or copper benefit society, since they help alleviate natural scarcity. But once a commodity is established as a money on the market, no more money at all is needed. Since the only use of money is for exchange and reckoning, more dollars or pounds or marks in circulation cannot confer a social benefit: they will simply dilute the exchange value of every existing dollar or pound or mark. So it is a great boon that gold or silver are scarce and are costly to increase in supply.
But if government manages to establish paper tickets or bank credit as money, as equivalent to gold grams or ounces, then the government, as dominant money-supplier, becomes free to create money costlessly and at will. As a result, this 'inflation' of the money supply destroys the value of the dollar or pound, drives up prices, cripples economic calculation, and hobbles and seriously damages the workings of the market economy.”

Murray N. Rothbard (1926–1995) American economist of the Austrian School, libertarian political theorist, and historian

"Taking Money Back" http://mises.org/story/2882, in The Freeman (September - October 1995) http://www.fee.org/publications/the-freeman/.

Money , Shoe , Nature , Help

“We tell our young managers: 'Don't be afraid to make a mistake. But make sure you don't make the same mistake twice.”

Akio Morita (1921–1999) Japanese businessman

Akio Morita, cited in: Nick Lyons (1976) The Sony vision. p. 101.

“We have lost our ability to dream our new selves and a new world into existence. We have mistakenly accepted the resolution to our problems that is designed by people who would have us move out of our rusty old colonial cages and right back into a shiny new prison of coping defined by managed fears and deadened emotional capacities.”

Taiaiake Alfred (1965) Author, educator and activist

Wasáse: Indigenous Pathways of Action and Freedom (2005)

People , World , Fear , Dreams

“On-the-job democracy isn't just a lofty concept but a better, more profitable way to do things. We all demand democracy in every other aspect of our lives and culture. People are considered adults in their private lives, at the bank, at their children's schools, with family and among friends--so why are they suddenly treated like adolescents at work? Why can't workers be involved in choosing their own leaders? Why shouldn't they manage themselves? Why can't they speak up--challenge, question, share information openly?”

Ricardo Semler book The Seven-Day Weekend

The Seven-Day Weekend (2004)

Children , People , School , Family

“It is neither capital nor labor but management that brings success, since management will attract capital, and capital can employ labor.”

Henry J. Heinz (1844–1919) American businessman

Henry J. Heinz, cited in: John Woolf Jordan (1915). Genealogical and Personal History of Western Pennsylvania. p. 38

Success

“It was a bright September afternoon, and the streets of New York were brilliant with moving men…. He was pushed toward the ticket-office with the others, and felt in his pocket for the new five-dollar bill he had hoarded…. When at last he realized that he had paid five dollars to enter he knew not what, he stood stock-still amazed…. John… sat in a half-maze minding the scene about him; the delicate beauty of the hall, the faint perfume, the moving myriad of men, the rich clothing and low hum of talking seemed all a part of a world so different from his, so strangely more beautiful than anything he had known, that he sat in dreamland, and started when, after a hush, rose high and clear the music of Lohengrin's swan. The infinite beauty of the wail lingered and swept through every muscle of his frame, and put it all a-tune. He closed his eyes and grasped the elbows of the chair, touching unwittingly the lady's arm. And the lady drew away. A deep longing swelled in all his heart to rise with that clear music out of the dirt and dust of that low life that held him prisoned and befouled. If he could only live up in the free air where birds sang and setting suns had no touch of blood! Who had called him to be the slave and butt of all?… If he but had some master-work, some life-service, hard, aye, bitter hard, but without the cringing and sickening servility…. When at last a soft sorrow crept across the violins, there came to him the vision of a far-off home — the great eyes of his sister, and the dark drawn face of his mother…. It left John sitting so silent and rapt that he did not for some time notice the usher tapping him lightly on the shoulder and saying politely, 'will you step this way please sir?'… The manager was sorry, very very sorry — but he explained that some mistake had been made in selling the gentleman a seat already disposed of; he would refund the money, of course… before he had finished John was gone, walking hurriedly across the square… and as he passed the park he buttoned his coat and said, 'John Jones you're a natural-born fool.”

W.E.B. Du Bois book The Souls of Black Folk

Then he went to his lodgings and wrote a letter, and tore it up; he wrote another, and threw it in the fire....
Source: The Souls of Black Folk (1903), Ch. XIII: Of the Coming of John

Life , Men , Money , World

“While political and cultural factors are important as explanations for differences in national technology policy and industrial practices, emergent trends in science, engineering and management are leading to new paradigms for high-technology innovation in both Japan and the United States.”

Lewis M. Branscomb (1926) physicist and science policy advisor

Lewis M. Branscomb, Fumio Kodama (1993) Japanese innovation strategy: technical support for business visions

Science

“Without question, our public lands are America’s treasure and are rich in diversity. I fully recognize and appreciate that there are lands that deserve special recognition and are better managed under the John Muir model of wilderness, where man is more of an observer than an active participant.”

Ryan Zinke (1961) 52nd and current United States Secretary of the Interior and former Congressman from Montana

Question

““Organization theory,” a term that appeared in the middle of the twentieth century, has multiple meanings. When it first emerged, the term expressed faith in scientific research as a way to gain understanding of human beings and their interactions. Although scientific research had been occurring for several centuries, the idea that scientific research might enhance understanding of human behavior was considerably newer and rather few people appreciated it. Simon (1950, 1952-3, 1952) was a leading proponent for the creation of “organization theory”, which he imagined as including scientific management, industrial engineering, industrial psychology, the psychology of small groups, human-resources management, and strategy. The term “organization theory” also indicated an aspiration to state generalized, abstract propositions about a category of social systems called “organizations,” which was a very new concept. Before and during the 1800s, people had regarded armies, schools, churches, government agencies, and social clubs as belonging to distinct categories, and they had no name for the union of these categories. During the 1920s, some people began to perceive that diverse kinds of medium-sized social systems might share enough similarities to form a single, unified category. They adopted the term “organization” for this unified category.”

Philippe Baumard (1968) French academic

William H. Starbuck and Philippe Baumard (2009). "The seeds, blossoming, and scant yield of organization theory," in: Jacques Rojot et. al (eds.) Comportement organisationnel - Volume 3 De Boeck Supérieur. p. 15

People , School , Faith , Way

“Lord Peter Wimsey: Everybody suspects an eager desire to curry favour, but rudeness, for some reason, is always accepted as a guarantee of good faith. The only man who ever managed to see through rudeness was Saint Augustine.”

Dorothy L. Sayers book Murder Must Advertise

Murder Must Advertise (1933)

Faith

“For managers such big scores don’t have any meaning, whether you win 5-0 or you lose 5-0. You’re elated (with such a victory) but ‘footballistically’ it does not show the real difference between teams.”

Arsène Wenger (1949) French footballer and manager

The word 'footballistically' (8 May 2002) http://www.indianexpress.com/oldStory/2244/
Attributed

Victory

“Fundamentally, a manager is looking to answer these questions: ‘what to change?’,’ what to change to?’ and ‘ how to cause the change?”

Eliyahu M. Goldratt (1947–2011) Israeli physicist and management guru

The goal: a process of ongoing improvement (1984)

Question , Change

“"What is Bazarov?" Arkady smiled. "Would you like me to tell you, uncle, what he really is?""Please do, nephew.""He is a nihilist!""What?" asked Nikolai Petrovich, while Pavel Petrovich lifted his knife in the air with a small piece of butter on the tip and remained motionless."He is a nihilist," repeated Arkady."A nihilist," said Nikolai Petrovich. "That comes from the Latin nihil, nothing, as far as I can judge; the word must mean a man who… who recognizes nothing?""Say — who respects nothing," interposed Pavel Petrovich and lowered his knife with the butter on it."Who regards everything from the critical point of view," said Arkady."Isn't that exactly the same thing?" asked Pavel Petrovich."No, it's not the same thing. A nihilist is a person who does not bow down to any authority, who does not accept any principle on faith, however much that principle may be revered.""Well, and is that good?" asked Pavel Petrovich. "That depends, uncle dear. For some it is good, for others very bad.""Indeed. Well, I see that's not in our line. We old-fashioned people think that without principles, taken as you say on faith, one can't take a step or even breathe. Vous avez changé tout cela; may God grant you health and a general's rank, and we shall be content to look on and admire your… what was the name?""Nihilists," said Arkady, pronouncing very distinctly."Yes, there used to be Hegelists and now there are nihilists. We shall see how you will manage to exist in the empty airless void; and now ring, please, brother Nikolai, it's time for me to drink my cocoa."”

Ivan Turgenev (1818–1883) Russian writer

Source: Father and Sons (1862), Ch. 5.

God , People , Health , Faith

“Cybernetics as a specific field grew out of a series of interdisciplinary meetings held from 1944 to 1953 that brought together a number of noted post-war intellectuals, including Wiener, John von Neumann, Warren McCulloch, Claude Shannon, Heinz von Foerster, W. Ross Ashby, Gregory Bateson and Margaret Mead. Hosted by the Josiah Macy Jr. Foundation, these became known as the Macy Conferences on Cybernetics. From its original focus on machines and animals, cybernetics quickly broadened to encompass minds (e. g. in the work of Bateson and Ashby) and social systems (e. g. Stafford Beer's management cybernetics), thus recovering Plato's original focus on the control relations in society.
Through the 1950s, cybernetic thinkers came to cohere with the school of General Systems Theory (GST), founded at about the same time by Ludwig von Bertalanffy, as an attempt to build a unified science by uncovering the common principles that govern open, evolving systems. GST studies systems at all levels of generality, whereas Cybernetics focuses more specifically on goal-directed, functional systems which have some form of control relation.”

Francis Heylighen (1960) Belgian cyberneticist

Source: Cybernetics and Second-Order Cybernetics (2001), p.2 Cited in: " Notes on Heylighen 2001 http://thinkipedia.wikispaces.com/Notes+on+Heylighen+2001" at thinkipedia.wikispaces.com, 2013

War , School , Beer , Study

“Professionals identify strongly with their professions, more strongly than with their clients or their employers. They not only observe professional standards, they believe that only members of their professions have the competence and ethics to enforce these standards. Similarly, professionals insist that outsiders cannot properly supervise their activities.
Management consulting and software engineering, for example, do not qualify as recognized professions. Without doubt, those who do these jobs well have rare expertise. Nevertheless, the ultimate judges of their expertise are their clients or their supervisors, and their employers set and enforce their ethical codes and performance standards”

William H. Starbuck (1934) American academic

Source: Learning by knowledge‐intensive firms," 1992, p. 717

“To protect and serve their own interests, the wealthy and privileged have used feminists and pacifists to promote a masculinity that has nothing to do with being good at being a man, and everything to do with being what they consider a “good man.” Their version of a good man is isolated from his peers, emotional, effectively impotent, easy to manage, and tactically inept.”

Jack Donovan (1974) American activist, editor and writer

On Being a Good Man
The Way of Men (2012)

“Every employee in an undertaking — workman, foreman, shop manager, head of division, head of department, manager, and if it is a state enterprise the series extends to the minister or head of a state department — takes a larger or smaller share in the work of administration, and has, therefore, to use and display his administrative faculties. By administrative knowledge we mean planning, organization, command, coordination, and control: it can be elementary for the workman, but must be very wide in the case of employees of high rank, especially managers of big concerns. Everyone has some need of administrative knowledge.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: Industrial and General Administration, 1916, p. 10; as cited in: Albert Lepawsky (1949), Administration, p. 4-5

Knowledge

“They have no one certain city, but many of them dwell in every city; and if any of their sect come from other places, what they have lies open for them, just as if it were their own; and they go in to such as they never knew before, as if they had been ever so long acquainted with them. For which reason they carry nothing at all with them when they travel into remote parts, though still they take their weapons with them, for fear of thieves. Accordingly, there is, in every city where they live, one appointed particularly to take care of strangers, and to provide garments and other necessaries for them. But the habit and management of their bodies is such as children use who are in fear of their masters. Nor do they allow of the change of or of shoes till be first torn to pieces, or worn out by time. Nor do they either buy or sell any thing to one another; but every one of them gives what he hath to him that wanteth it, and receives from him again in lieu of it what may be convenient for himself; and although there be no requital made, they are fully allowed to take what they want of whomsoever they please.”

Josephus on the Essenes

Jewish War

Children , Fear , Shoe , Travel

“Of all the players I have played alongside, managed and coached in more than 40 years at Anfield, he is the most talented.”

Kenny Dalglish (1951) Scottish association football player and manager

Bob Paisley ( Source http://football-rumours.com/kennydalglish.html)
About

“Most managers have some conception of at least some of the types of decisions they must make. Their conceptions, however, are likely to be deficient in a very critical way, a way that follows from an important principle of scientific economy: The less we understand a phenomenon, the more variables we require to explain it.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1960s, Management misinformation systems, 1967, p. 149.

Way , Understanding , Decision

“The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.”

Peter F. Drucker (1909–2005) American business consultant

Source: 1990s and later, Managing for the Future: The 1990's and Beyond (1992), p. 138

Books , School , Business

“The presence of the kings of Islam is a great blessing from Allah… You should know that the country of Hindustan is a large land. In olden days, the kings of Islam had struggled hard and for long in order to conquer this foreign country. They could do it only in several turns…
Every (Muslim) king got mosques erected in his territory, and created madrasas. Muslims of Arabia and Ajam (non-Arab Muslim lands) migrated from their own lands and arrived in these territories. They became agents for the publicity and spread of Islam here. Uptil now their descendants are firm in the ways of Islam…Among the non-Muslim communities, one is that of the Marhatah (Maratha). They have a chief. For some time past, this community has been raising its head, and has become influential all over Hindustan…
…It is easy to defeat the Marhatah community, provided the ghãzîs of Islam gird up their loins and show courage…
In the countryside between Delhi and Agra, the Jat community used to till the land. In the reign of Shahjahan, this community had been ordered not to ride on horses, or keep muskets with them, or build fortresses for themselves. The kings that came later became careless, and this community has used the opportunity for building many forts, and collecting muskets…
In the reign of Muhammad Shah, the impudence of this community crossed all limits. And Surajmal, the cousin of Churaman, became its leader. He took to rebellion. Therefore, the city of Bayana which was an ancient seat of Islam, and where the Ulama and the Sufis had lived for seven hundred years, has been occupied by force and terror, and Muslims have been turned out of it with humiliation and hurt…
…Whatever influence and prestige is left with the kingship at present, is wielded by the Hindus. For no one except them is there in the ranks of managers and officials. Their houses are full of wealth of all varieties. Muslims live in a state of utter poverty and deprivation. The story is long and cannot be summarised. What I mean to say is that the country of Hindustan has passed under the power of non-Muslims. In this age, except your majesty, there is no other king who is powerful and great, who can defeat the enemies, and who is farsighted and experienced in war. It is your majesty’s bounden duty (farz-i-ain) to invade Hindustan, to destroy the power of the Marhatahs, and to free the down-and-out Muslims from the clutches of non-Muslims. Allah forbid, if the power of the infidels remains in its present position, Muslims will renounce Islam and not even a brief period will pass before Muslims become such a community as will no more know how to distinguish between Islam and non-Islam. This will be a great tragedy. Due to the grace of Allah, no one except your majesty has the capacity for preventing this tragedy from taking place.
We who are the servants of Allah and who recognise the Prophet as our saviour, appeal to you in the name of Allah that you should turn your holy attention to this direction and face the enemies, so that a great merit is added to the roll of your deeds in the house of Allah, and your name is included in the list of mujãhidîn fi Sabîlallah (warriors in the service of Allah). May you acquire plunder beyond measure, and may the Muslims be freed from the stranglehold of the infidels. I seek refuge in Allah when I say that you should not act like Nadir Shah who oppressed and suppressed the Muslims, and went away leaving the Marhatahs and the Jats whole and prosperous.
The enemies have become more powerful after Nadir Shah, the army of Islam has disintegrated, and the empire of Delhi has become childrens’ play. Allah forbid, if the infidels continue as at present, and Muslims get (further) weakened, the very name of Islam will get wiped out.
…When your fearsome army reaches a place where Muslims and non-Muslims live together, your administrators must take particular care. They must be instructed that those weak Muslims who live in the countryside should be taken to towns and cities. Next, some such administrators should be appointed in towns and cities as would see to it that the properties of Muslims are not plundered, and the honour of no Muslim is compromised.”

Shah Waliullah Dehlawi (1703–1762) Indian muslim scholar

Letter to Ahmad Shah Abdali, Ruler of Afghanistan. Translated from the Urdu version of K.A. Nizami, Shãh Walîullah Dehlvî ke Siyãsî Maktûbãt, Second Edition, Delhi, 1969, p.83 ff.
From his letters

War , Children , Age , Way

“It is not necessary to conclude that the managerial groups have assumed complete domination over the concerns in which they are found, although this may be the fact in various instances, but only to reckon with the undoubted truth that the managerial factor in public and private enterprise has taken on a far more significant role than before.
This new role which has puzzled and alarmed the "owners" in industry and the policy-makers in government is not, however, primarily a power role, but a specialization of the evolving and complex character which we now confront in our civilization.
We may, of course, always raise the question-not in point of fact always raised-of what the relation of these managers is to the t! nds of the state or the ends of other groups and to the special techniques of the particular group and to its special social composition. In the complex power pattern of organization how are these managerial element-related to the organization of the consent of the governed, so vital a force in the life of every form of human association? In the struggle for advantage and mastery these larger factors may, indeed, pass unnoticed, but from the point of view of the student of politics and government, they are of supreme importance in judging the trends and possibilities of managerial evolution in modem society.”

Charles Edward Merriam (1874–1953) American political scientist

Source: Systematic Politics, 1943, p. 163-4 ; as cited in Albert Lepawsky (1949), Administration, p. 15-16

Life , Truth , Question

“Taoist yogis sought to harness the Tao directly, drawing it first into their own heart-minds and then beaming it to others. Yogis who managed this feat would for the most part be unnoticed, but their life-giving enterprise did more for the community than the works of other benefactors.”

Huston Smith book The World's Religions

The World's Religions (1991)

Life , Communication , Heart , Parting

“Yet Hitler managed not to get caught up in the violence directed against real and imagined supporters of the Munich Soviet Republic. According to his friend Ernst Schmidt, he was released again from captivity through the intervention of an officer, who encountered him in the wake of his arrest and who knew him from the front.”

Thomas Weber (historian) (1974) German historian

Source: Becoming Hitler: The Making of a Nazi (2017), p. 70

Imagination , Support

“Why waste knowledge?… No company can afford to waste knowledge. Failure of management to breakdown barriers between activities… is one way to waste knowledge. People that are not working together are not contributing their best to the company. People as they work together, feeling secure in the job reinforce their knowledge and efforts. Their combined output, when they are working together, is more than the sum of their separate”

W. Edwards Deming (1900–1993) American professor, author, and consultant

Source: Quality, Productivity and Competitive Position, (1982), p. 352–353

People , Way , Feeling , Failure

“"Any graduate of the ___ Business School should be able to beat an index fund over the course of a market cycle."
Statements such as these are made with alarming frequency by investment professionals. In some cases, subtle and sophisticated reasoning may be involved. More often (alas), the conclusions can only be justified by assuming that the laws of arithmetic have been suspended for the convenience of those who choose to pursue careers as active managers.”

William F. Sharpe (1934) American economist

William F Sharpe, "The arithmetic of active management." Financial Analysts Journal 47.1 (1991): 7-9.

School , Law , Business

“I have continued to press for Security Council reform. But, reform involves two separate issues. One is that new members should be added, on a permanent or long-term basis, to give greater representation to parts of the world which have limited voice today. The other, perhaps even more important, is that all Council members, and especially the major powers who are permanent members, must accept the special responsibility that comes with their privilege. The Security Council is not just another stage on which to act out national interests. It is the management committee, if you will, of our fledgling collective security system.”

Kofi Annan (1938–2018) 7th Secretary-General of the United Nations

Truman Library address (2006)

World , Parting

“A manufacturing organization being a live, human thing, is like a municipality. Many of our shops are as fruitful fields for riddance of graft as are many of our cities. The graft in the shop consists mostly in the distortion of the managing and planning body into a wire-pulling and influence machine with easy berths filled by incompetents or idlers. This condition often exists not because of any intentional desire to be disloyal on the part of the employees, but simply on account of the work being allowed to drift without systematic attention to departmental organization.”

Hugo Diemer (1870–1937) American mechanical engineer

Source: "Industrial Engineering," 1905, p. 67

Parting

“The fundamental inability to grasp the fact that real leadership is accepting that you are merely another cog in the wheel has derailed many careers and deranged many managers.”

Damien Richardson (1947) Irish footballer and manager

City Edition, Vol. 22 Issue 3, p. 5.

“Unfortunately, the optimistic view that "classical civilization" handed down certain fundamental works that managed to include the knowledge contained in the lost writings has proved groundless. In fact, in the face of a general regression in the level of civilization, it's never the best works that will be saved through an automatic process of natural selection.”

Lucio Russo (1944) Italian historian and scientist

1.1, "The Erasure of the Scientific Revolution", p. 8
The Forgotten Revolution: How Science Was Born in 300 BC and Why It Had to Be Reborn (2004)

Nature , Knowledge

“Process-chart notes and information should be collected and set down in sketch form by a highly intelligent man, preferably with an engineering training and experience, but who need not necessarily have been previously familiar with the actual details of the processes. In fact, the unbiased eye of an intelligent and experienced process-chart maker usually brings better results than does the study of a less keen man with more special information regarding present practices of the processes. The mere act of investigating sufficiently to make the notes in good enough condition for the draftsman to copy invariably results in many ideas and suggestions for improvement, and all of these suggestions, good and bad, should be retained and filed together with the description of the process chart. These suggestions and proposed improvements must be later explained to others, such as boards of directors, managers and foremen, and for best results also to certain workmen and clerks who have special craft or process knowledge. To overcome the obstacles due to habit, worship of tradition and prejudice, the more intelligence shown by the process-chart recorder, the sooner hearty cooperation of all concerned will be secured. Anyone can make this form of process chart with no previous experience in making such charts, but the more experience one has in making them, the more certain standard combinations of operations, inspection and transporting can be transferred bodily to advantage to the charts of proposed processes.”

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

Source: Process charts (1921), p. 5-6.

Intelligence , Idea , Knowledge , Study

“Pressure can also make managers act out of character. Degrees of panic will cause a normally good manager to lose self-confidence and focus. Under stress, even a good plan can be abandoned.”

Wheeler L. Baker (1938) President of Hargrave Military Academy

Source: Crisis Management: A Model For Managers (1993), p. 16

Confidence , Self-confidence

“The lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things.”

Russell L. Ackoff (1919–2009) Scientist

Source: 2000s, A little book of f-laws: 13 common sins of management, 2006, p. 2 cited in: Gregory H. Watson (2010) "By rejecting the status quo, Russ Ackoff took systems thinking to greater heights" in: QP. vol 27, March 2010, p. 30.

“We absolutely love women, we are passionate about what we do and we get great results. Women see that our rules are manageable and make a real difference. I don't think we are being bossy, no one is forced to follow the rules.”

Trinny Woodall (1964) English fashion advisor and designer, television presenter and author

As quoted in "Mistresses of the makeover" by Cathrin Schaer in New Zealand Herald http://www.nzherald.co.nz/topic/story.cfm?c_id=182&objectid=10493332&pnum=2 (25 February 2008)

Love , Women , Thinking , Passion

“If I sound grumpy, it is only because I have come across too many idiots of the "it can't be done" persuasion lately, the kind of managers who have an aquarium in their office because fifteen brains think better than one.”

Erik Naggum (1965–2009) Norwegian computer programmer

Re: Upper limits of CL http://groups.google.com/group/comp.lang.lisp/msg/b3b24fb7512f220f (Usenet article).
Usenet articles, Miscellaneous

Thinking

“No large concentrated stockholding exists which maintains close relationship with the management or is capable of challenging it, so that the board of directors may regularly expect a majority… to follow their lead. Thus they need not consult with anyone when making up their slate of directors… They select their own successors.”

Adolf A. Berle (1895–1971) American diplomat

Source: Power Without Property, 1959, p. 73; As cited in: Leslie A White, ‎Robert Carniero, ‎Benjamin Urish (2008) Modern Capitalist Culture. p. 387.

“I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models.”

Marvin Bower (1903–2003) American business theorist

Source: The Will to Manage (1966), p. 7

Business

“It’s early in the process for me, but my infatuation with fame is waning, my need for external approval and the control of other people’s opinions is expiring. Practically I’ve decided that profits from this book will go towards creating a place where recovering addicts like me can run a business based on the ideas in this book. A café and production company run to create community, not money, democratically managed by the workforce. No bosses. No profit. No bullshit. Selling food sourced ethically, grown locally, and served by people who have had a Revolution in their own lives and are now able to learn and give back. Supporting modest creative projects, building a community of people who want to be part of something other than the toxic hegemony. We will start small but we will grow quickly because we have a limitless resource and we are providing an alternative to a dying system. There are no limits to what we can achieve if we behave collectively, responsibly, and humanely.”

Russell Brand book Revolution

Revolution (2014)

Money , People , Books , Food

“The combination of low culture and high technology is one of the most fascinating social features of the video game phenomenon. Computers were invented as super drones to do tasks no human in her or his right mind (much less left brain) would have the patience, or the perseverance, to manage. […] Now our robot drones, the ones designed to take all the boring jobs, become the instrument for libidinal extravaganzas devoid of any socially productive component. Video games are computers neutered of purpose, liberated from functionality. The idea is intoxicating; like playing with the help on their night off.”

Charles Bernstein (1950) American writer

"Play It Again, Pac-Man" http://pmc.iath.virginia.edu/text-only/issue.991/pop-cult.991, Postmodern Culture, vol. 2 no. 1 (September 1991)

Game , Idea , Help , Patience

“Even the managers. It was all a feudal style of management. If we had accepted that style, we would not have grown. It was simply not a scalable model. Of course, the easiest thing would have been to follow it. But we had a disruptive style of management. So we said, 'we don't want people carrying their wisdom in notebooks as if it is some kind of secretive operation.”

Mukesh Ambani (1957) Indian business magnate

Mukesh Ambani on how Reliance was built

Wisdom , People , Secret

“Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.”

W. Edwards Deming (1900–1993) American professor, author, and consultant

The New Economics for Industry, Government, Education (1993)

World , Knowledge

“He chased us all round the studio and we had to lock ourselves into another studio to prevent him getting us. He was a big guy. He came in the following morning and he was alright. I think his management had had a word and said, ‘Look this album is going really well, it’s not a good idea to frighten the life out of people who are helping you make it’. He was quite pleasant, but he never apologised.”

Martin Rushent (1948–2011) English record producer

Serck, Linda, Legendary producer Martin Rushent, 2009, http://www.getreading.co.uk/entertainment/music/s/2061462_legendary_producer_martin_rushent, Get Reading, 6 June 2011

Life , People , Guy , Idea

“It’s time to rethink the whole system of HMOs and managed care. This entire unnecessary level of corporatism rakes off profits and worsens the quality of care. But HMOs did not arise in the free market; they are creatures of government interference in health care dating to the 1970s. These non-market institutions have gained control over medical care through collusion between organized medicine, politicians, and drug companies, in an effort to move America toward “free” universal health care.”

Ron Paul (1935) American politician and physician

Diagnosing our Health Care Woes, September 25, 2006 http://www.house.gov/paul/tst/tst2006/tst092506.htm
2000s, 2006-2009

Health , Effort , Universe , Time

“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

“Effective managing therefore happens where art, craft, and science meet. But in a classroom of students without managerial experience, these have no place to meet — there is nothing to do.”

Henry Mintzberg (1939) Canadian busines theorist

p 10
Managers Not MBAs (2005)

Art , Science

“I’ve always resented the word maturity, primarily, I think, because it is most often used as a club. If you do something that someone doesn’t like, you lack maturity, regardless of the actual merits of your action. Too, it seems to me that what is most often called maturity is nothing more than disengagement from life. If you meet life squarely, you are likely to make mistakes, do things you wish you hadn’t, say things you wish you could retract or phrase more felicitously, and, in short, fumble your way along. Those “mature” people whose lives are even without a single sour note or a single mistake, who never fumble, manage only at the cost of original thought and original action. They do without the successes as well as the failures. This has never appealed to me and that is another reason I could never accept the common image of maturity that was presented to me.”

Alexei Panshin book Rite of Passage

Source: Rite of Passage (1968), Chapter 20 (p. 241).

Life , People , Way , Failure

“A group of pagan ruffians and pirates had gained possession of an effective military and naval machine, but they faced a mass of formidable veterans whom they had to feed and manage, and for whom they must provide killings. Such men make plans, and certainly their descent upon England was one of the most carefully considered and elaborately prepared villainies of that dark time.”

Winston S. Churchill book A History of the English-Speaking Peoples

On the Danish invasion of England in 892; Vol I; The Birth of Britain.
A History of the English-Speaking Peoples (1956–58)

Men , Time

“Managers try to make the workplace safer and less destructive (= more productive) of a precious capital: labour. Animal exploitation duplicates this process. It tends to experiment less on animals in order to get more from them, painfully if it must, painlessly if it can”

Gilles Dauvé (1947) French writer

"Letter on Animal Liberation" (1999)

Animals

“More broadly, strategic alliances are more difficult to manage and coordinate than single ventures; the potential for misunderstanding and disagreement, particularly between partners from different cultures, is great. Certainly many such alliances are short lived.”

Peter Dicken (1938) British geographer

Source: Global Shift (2003) (Fourth Edition), Chapter 8, Transnational Production Networks, p. 262

“I would like to congratulate everybody with the commencement of the "Combined Endeavour 2007" military exercises. This exercise is running simultaneously in Armenia and Germany. We have about 130 participants from 6 countries, this being evidence of importance and actuality of the event. It is notable that the cooperation between the Ministry of Defence of Armenia and the US European Command is developing and implementing a number of projects, and the vivid evidence of this cooperation is this military exercise. This is not the first military exercise in Armenia. Since 2003, we have hosted a number of military exercises organized with the NATO/PfP and the US European Command. It is important that the running of military exercises in Armenia is growing into a good tradition. Especially since, we already have an arrangement of hosting "Cooperative Longbow/Lancer" military exercises in Armenia for 2008. I would also like to mention with appreciation that the planning conference and working meetings before the military exercise would be held in a constructive atmosphere. We have effectively managed to run all preparation activities with joint efforts of the US European Command, the MOD of Armenia and other partners. The communication field is that chain which has fundamental importance for realizing multinational activities. The effectiveness and successes of our cooperation is related to that. This military exercise not only supports the testing of capabilities of participating units and experts, but also an opportunity for developing effective mechanisms for ensuring an interoperability and carrying out the tasks jointly. It is not accidental that Armenia has always expressed its readiness to host such kinds of events, and all participants have been trying to create appropriate conditions for their work. Taking this opportunity, one more time, I would like to thank all participants for their presence here and the US European command for their assistance in organizational matters. I am sure that due to our joint activities, the military exercise would be on a high professional and organizational level. I also hope that while you are in Armenia, you have a chance to make yourselves familiar with our history, culture and will have wonderful impressions. I am sure that on the 10th of May, after the completion of the military exercise, we will ascertain one more time that another multinational military exercise was held with success and fulfilled its tasks. I would like to wish all participants fruitful work and further success. I allow the commencement of the opening of the "Combined Endeavour 2007" military exercise.”

Mikael Harutyunyan (1946) Armenian general

Quoted in 2007 article. [April 27, 2007]

Hope , Exercises , History , Communication

“I told her I could not believe in her movement because it did not promise anything for the future except freedom from the tyranny of the past. I told her that what little philosophy I’d detected driving the movement totally ignored human nature. That if the Rebels ever did manage to topple the empire, whatever replaced it would be worse. That was the lesson of history. New regimes, to make sure they survived, were always nastier than the ones before them.”

Glen Cook book The Silver Spike

Source: The Silver Spike (1989), Chapter 36 (p. 561)

History , Nature , Freedom , Past

“In short, the opinion of Aristotle is this: Everything is the result of management which is constant, which does not come to an end and does not change any of its properties, as e. g., the heavenly beings, and everything which continues according to a certain rule… But that which is not constant, and does not follow a certain rule… is due to chance and not to management; it is in no relation to Divine Providence. Aristotle holds that it is even impossible to ascribe to Providence that management of these things. …It is the belief of those who turned away from our Law and said: "God hath forsaken the earth."”

Maimónides book The Guide for the Perplexed

Ezek. ix. 9
Source: Guide for the Perplexed (c. 1190), Part III, Ch.17

God , Law , Change , Chance

“Note that I hold the single-author record for total CERT advisories, proving that in my copious youth I knew how to sling code but not how to manage risk.”

Paul Vixie (1963) American internet pioneer

NANOG mailing list http://www.merit.edu/mail.archives/nanog/2002-02/msg00482.html (2002)
Notes: talking about software security bugs.

Youth

“Experience has shown that the mass-armies of “democratic” states fight with greater zeal when they are animated by hatred and supported by a hate-crazed populace that fancies it is fighting a holy war. Lies have therefore become military equipment, a kind of mental logistics; but it is the essence of such propaganda that its spuriousness is known only to the persons who manufacture it. The model of such operations is the famous lie-factory managed by Lord Bryce during the First World War, in which a corps of expert technicians forged photographs, while expert liars, including Arnold Toynbee, concocted stories, of “atrocities,” to inspire the emotionally overwrought British with a fanatical hatred of the incredibly bestial Germans and with a noble Christian ardor to kill them.”

Revilo P. Oliver (1908–1994) American philologist

"Revised Historiography", Liberty Bell magazine (April 1980)
1970s, 1980s

Hate , War , Lie , World

“Many unfortunate human situations unfold […] where people who face very bad options take desperate gambles, accepting a high probability of making things worse in exchange for a small hope of avoiding a large loss. Risk taking of this king often turns manageable failures into disasters.”

Daniel Kahneman book Thinking, Fast and Slow

Source: Thinking, Fast and Slow (2011), Chapter 29, "The fourfold pattern", pages 318-319 (ISBN 9780141033570).

People , Hope , Failure , Loss

“Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 168.

“During the final months of the campaign, as polls indicated that I had a real chance of becoming the next leader, opposition from the supply management lobby gathered speed. Radio-Canada reported on dairy farmers who were busy selling Conservative Party memberships across Quebec. A Facebook page called Les amis de la gestion de l’offre et des régions (Friends of supply management and regions) was set up and had gathered more than 10,500 members by early May. As members started receiving their ballots by mail from the party, its creator, Jacques Roy, asked them to vote for Andrew Scheer.
Andrew, along with several other candidates, was then busy touring Quebec’s agricultural belt, including my own riding of Beauce, to pick up support from these fake Conservatives, only interested in blocking my candidacy and protecting their privileges. Interestingly, one year later, most of them have not renewed their memberships and are not members of the party anymore. During these last months of the campaign, the number of members in Quebec had increased considerably, from about 6,000 to more than 16,000. In April 2018, according to my estimates, we are down to about 6,000 again.
A few days after the vote, Éric Grenier, a political analyst at the CBC, calculated that if only 66 voters in a few key ridings had voted differently, I could have won. The points system, by which every riding in the country represented 100 points regardless of the number of members they had, gave outsized importance in the vote to a handful of ridings with few members. Of course, a lot more than 66 supply management farmers voted, likely thousands of them in Quebec, Ontario, and the other provinces. I even lost my riding of Beauce by 51% to 49%, the same proportion as the national vote.
At the annual press gallery dinner in Ottawa a few days after the vote, a gala where personalities make fun of political events of the past year, Andrew was said to have gotten the most laughs when he declared: “I certainly don’t owe my leadership victory to anybody…”, stopping in mid-sentence to take a swig of 2% milk from the carton. “It’s a high quality drink and it’s affordable too.” Of course, it was so funny because everybody in the room knew that was precisely why he got elected. He did what he thought he had to do to get the most votes, and that is fair game in a democratic system. But this also helps explain why so many people are so cynical about politics, and with good reason.”

Maxime Bernier (1963) Canadian politician

page 23 in "Live or die with supply management", chapter 5 previewed April 2018 http://www.maximebernier.com/my_chapter_on_supply_management of "Doing Politics Differently: My Vision for Canada"

People , Game , Drink , Business

Quotes about management page 10

Quotes about management
page 10