Quotes about management
page 11

“Wolves should be saved and managed as part of the whole context, not because they are singled out as a special species.”

L. David Mech (1937) American Biologist , Ecologist

Wolves: Behavior, Ecology and Conservation (2003)

Parting

“The humble person who confesses his faults and duly atones for them is the one best equipped to manage defeat, accept his own losses, and to overcome the setbacks that are the routine cost of doing business.”

Ted Malloch (1952) American businessman

Source: Doing Virtuous Business (Thomas Nelson, 2011), p. 78.

Business, Loss, Personality

“To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.”

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

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 398

“He managed to come into the world at what was still a fitting time.
All that was to pass passed in this house.
Not in housing projects,
not in furnished but empty quarters,
among unknown neighbors
on fifteenth floors
that student field trips rarely reach.”

Wisława Szymborska (1923–2012) Polish writer

"The Great Man's House"
Poems New and Collected (1998), The People on the Bridge (1986)

World, Time, Housing

“Nick: I've also found someone to take an option on the photographs.
Mrs Prentice: What photographs?
Nick: I had a camera concealed in the room.
Mrs Prentice: When I gave myself to you the contract didn't include cinematic rights.
Nick: I'd like a hundred quid for the negatives. You've got until lunchtime.
Mrs Prentice: I shall complain to the manager.
Nick: It will do you no good. He took the photographs.
Mrs. Prentice: Oh, this is scandalous! I'm a married woman.
Nick: You didn't behave like a married woman last night.”

Joe Orton (1933–1967) English playwright and author

What the Butler Saw (1969), Act I

Night

“This theory maintains that the objectives of the firm should be derived by balancing the conflicting claims of the various 'stakeholders' in the firm: managers, workers, stockholders, suppliers, vendors. The firm has a responsibility to all of these and must configure its objectives so as to give each a measure of satisfaction. Profit which is a return on investment to the stockholder is one of such satisfactions, but does not receive special predominance in the objective structure”

Igor Ansoff (1918–2001) American mathematician

Source: Corporate Strategy, 1965, p. 34; Cited in: Russell L. Ackoff (1994), The Democratic Corporation. p. 37

“Looking back the great American ‘stabilisation’ [and boom] of 1922-1929 was really a vast attempt to destabilise the value of money in terms of human effort by means of a colossal programme of investment [driven by too easy credit]… which succeeded for a surprisingly long period, but which no human ingenuity could have managed to direct indefinitely on sound and balanced lines. [and therefore it ended dramatically in the huge 1929 stock market crash followed by the Great Depression. ]”

Dennis Holme Robertson (1890–1963) British economist

D.H. Robertson in "How Do We Want Gold to Behave?." The International Gold Problem, Humphrey Milford (1932): As cited in imagi-natives.com; Also cited in: Murray N. Rothbard (2013) America's Great Depression (LFB) p. 1921.

Money, Effort

“We struggle to manage complexity every day. We follow intricate diets to lose weight, juggle multiple remotes to operate our home entertainment systems, face proliferating data at the office, and hack through thickets of regulation at tax time. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way: By developing a few simple yet effective rules, you can tackle even the most complex problems.
Simple rules are a hands-on tool to achieve some of our most pressing personal and professional objectives, from overcoming insomnia to becoming a better manager or a smarter investor. Simple rules can help solve some of our most urgent social challenges from setting interest rates at the Federal Reserve to protecting endangered marine wildlife along California’s coast.”

Kathleen M. Eisenhardt American economist

Book abstract
Simple Rules, 2015

Way, Home, Problem, Time

“Starting in 1918 at General Motors I found to my surprise] that if I followed the prevailing practice of intercorporate relations I would no longer be able to determine the rate of return on investment for these accessory divisions individually or as a group. This would necessarily mean that I would lose some degree of managerial control over my area of operations. At that time, material within General Motors was passing from one operating division to another at cost, or at cost plus some predetermined percentage. My divisions in the United Motors Corporation had sold both to outside customers and to their allied divisions at the market price. I knew that I operated a profit-making group, and I wished to continue to be able to demonstrate this performance to the general management, rather than to have my operating results on interdivisional business swallowed up in the extra bookkeeping profits of some other division. It was a case of keeping the information clear.”

Alfred P. Sloan (1875–1966) American businessman

Source: My Years with General Motors, 1963, p. 48

Business, Time

“Our own vitality as well as that of others frightens us, if it still manages to surface, we respond with rage and turn against our own freedom. It is vitality itself that we are opposing.”

Arno Gruen (1923–2015) German psychologist

The Betrayal of the Self - The Fear of Autonomy in Men and Women (1986)

Freedom, Rage

“Companies that go bankrupt are a danger to healthy competition. They are able to make their creditors and shareholders pay for their losses and bad management and then to start anew with assets that they essentially got for free, quite unlike the competition that has not gone bankrupt, who have to pay full price for their assets, but quite similar to how their customers have wanted their products, for too little money.”

Erik Naggum (1965–2009) Norwegian computer programmer

Re: ...and even for those _NOT_ interested... http://groups.google.com/group/comp.lang.lisp/msg/8ff1b48135b78862 (Usenet article). Usenet articles, Miscellaneous

Money, Loss

“Most of the original group [of elephants] succumbed to the climate, and he [Hannibal] was always begging Carthage for more, but the people at home were stingy. They would ask if he thought they were made of elephants and what he had done with the elephants they sent before. Sometimes, when he hadn't an elephant to his name, he would manage to wangle a few from somewhere, a feat which strikes me as his greatest claim to our attention.”

Will Cuppy (1884–1949) American writer

The Decline and Fall of Practically Everybody (1950), Part II: Ancient Greeks and Worse, Hannibal

People, Home

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

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

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

Knowledge, Science, Change

“In this very special form, feedback became part of the jargon of Group Dynamics, which has also assumed many of the characteristics of a cult in the efforts made to conserve some of the rigor of procedure with which Kurt Lewin and the experimentalist, Alex Bavelas, had attempted to imbue it. In this case, far from serving as a catalyzing, high-level theoretical tool, the term feedback has become a jargon-catchall for any kind of report back to government, management, the subjects of an experiment, subjects during an experiment, and so on. Stripped of its intellectual potential, the term knocks about the corridors of Unesco and for the most part those who use it have no idea that this bit of enjoined, Group Dynamic-recommended behavior is in any way related to the forbidding cross-disciplinary integration known as cybernetics.”

Margaret Mead (1901–1978) American anthropologist

Source: 1960s, Continuities in Cultural Evolution (1964), p. 273

Way, Behavior, Idea, Effort

“If a manager asks an academic consultant what to do and that consultant answers, then the consultant should be fired. No academic has the experience to know the context of a managerial problem well enough to give specific advice about a specific situation.”

James G. March (1928–2018) American sociologist

On academic consultants.
Ideas as Art (2006)

Problem

“It was in the rule book. They gave you three warnings. The fourth time you fell below four miles an hour you were…well, you were out of the Walk. But if you had three warnings and could manage to walk for three hours, you were back in the sun again.”

Stephen King book The Long Walk

The Long Walk (1979)

Books, Time, Sun

“One clashes with stupidity of all kinds. And then how much money must be spent in advance! The way in which artists are treated is really scandalous. I am compelled to give a third of my receipts to the manager of the theatre and a fifth to the hospitals. Devil take them! As long as these abuses exist, I shall always ask whether music is or is not an art that may be freely exercised. Believe me, there is nothing to be done for artists in times like these.”

Ludwig Van Beethoven (1770–1827) German Romantic composer

24th November, 1814
Source: Johann Wenzel Tomaschek, "A Talk with Beethoven", The Musical Times and Singing Class Circular, Vol. 33, Beethoven Supplement (Dec. 15, 1892)

Money, Stupidity, Art, Music

“One cannot help but be struck by the diversity that characterizes efforts to study the management process. If it is true that psychologists like to study personality traits in terms of a person's reactions to objects and events, they could not choose a better stimulus than management science. Some feel it is a technique, some feel it is a branch of mathematics, or of mathematical economics, or of the "behavioral sciences," or of consultation services, or just so much nonsense. Some feel it is for management (vs. labor), some feel it ought to be for the good of mankind — or for the good of underpaid professors.
But this diversity of attitude, which is really characteristic of all fields of endeavor, is matched by another and more serious kind of diversity. In the management sciences, we have become used to talking about game theory, inventory theory, waiting line theory. What we mean by "theory" in this context is that if certain assumptions are valid, then such-and-such conclusions follow. Thus inventory theory is not a set of statements that predict how inventories will behave, or even how they should behave in actual situations, but is rather a deductive system which becomes useful if the assumptions happen to hold. The diversity of attitude on this point is reflected in two opposing points of view: that the important problems of management science are theoretical, and that the important problems are factual.”

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

quote in: Fremont A. Shull (ed.), Selected readings in management https://archive.org/stream/selectedreadings00shul#page/n13/mode/2up, , 1957. p. 7-8 1940s - 1950s, "Management Science — Fact or Theory?" 1956

Behavior, Feeling, Game, Mathematics

“The lives of other people seemed even more farcical than his own. It astonished him that as farcical as most people's live were, they generally gave no sign of it. Why was it that it was he not they who had decided to shoot himself? How did they manage to deceive themselves and even appear to live normally, work as usual, play golf, tell jokes, argue politics? Was he crazy or was it rather the case that other people went to any length to disguise from themselves the fact that their lives were farcical? He couldn't decide.”

Walker Percy book The Second Coming

The Second Coming (1980)

People, Appearance

“A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.”

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

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 43

Decision, Future

“Everybody has a different opinion in this league and nobody is a prophet. I personally don’t know who will win the league. I managed 1,600 games so, if Nani knows, he must be 1,600 times more intelligent than I am.”

Arsène Wenger (1949) French footballer and manager

About Nani, (December 2010) http://www.telegraph.co.uk/sport/football/teams/arsenal/8222215/Arsene-Wenger-mocks-Nani-for-dismissing-Arsenals-Premier-League-title-chances.html

Game, Intelligence, Time, Personality

“The structural properties of the language are many and complex, but at least they are finite and fairly easy to identify: there are only so many sounds, letters, and grammatical constructions, and although there is a huge vocabulary, at least the units are determinate and manageable.”

David Crystal (1941) British linguist and writer

Source: The Cambridge Encyclopedia of the English Language, 1987, p. 286

“It was measured that the splinters of the Armenian nation that had managed to miraculously escape the Genocide would not be able to recover from the blow, would disappear in the whirlpools on five continents, lose their national identity, and aptitude to be a political factor. But we, as a nation and as a state, were able to reappear at the international arena to affirm that we continue our eternal journey and that we are determined not to allow for such a crime to ever happen again.”

Serzh Sargsyan (1954) Armenian politician, 3rd President of Armenia

President Serzh Sargsyan’s Address on the Commemoration of the 95th Anniversary of the Armenian Genocide http://www.president.am/events/news/eng/?day=24&month=04&year=2010&id=985 (April 24, 2010)

“Managers today come up against a few more communication barriers. One is the pressure of time. Listening carefully takes time, and managers have little of that to spare. In today’s business culture especially, with its emphasis on speed, already pressed managers may give short shrift to the slower art of one-on-one communication.”

Fritz Roethlisberger (1898–1974) American business theorist

Carl Rogers, and Fritz Roethlisberger. "Barriers and gateways to communication." Harvard Business Review, 1952.

Art, Communication, Business, Time

“Freud … hoped that somehow, despite the near equality of our warring emotions, reason would cleverly manage to reassert itself, despite its congenital weakness—not in the high and mighty way preached by Plato and his Christian successors but in a modest, even sly manner that would alternately dazzle and lull the more powerful emotions into submission. This way actually demands, it seems, the kind of character ideal we have called the “therapeutic” in order to contrast it with the more rigid character ideal produced by the moral demand systems preceding modernity. In the age of psychologizing, clarity about oneself supersedes devotion to an ideal as the model of right conduct.”

Philip Rieff (1922–2006) American sociologist

The Triumph of the Therapeutic (1966)

War, Age, Hope, Way

“Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed.
The basic sickness of American industry and resulting unemployment is failure of top management to manage. Loss of market, and unemployment, are not foreordained. They are not inevitable. They are not acceptable. The day is past when people in management need not know anything about management by which I mean to include problems of production, supervision, training.”

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

Source: Quality, Productivity and Competitive Position, (1982), p. i; Preface

People, Failure, Problem, Loss

“Exploiting the fears among Munich’s new rulers about a repeat of the Munich Soviet Republic, [Hitler] volunteered to become an informant for the new masters of the city. By becoming a turncoat, he managed against all odds, not only to escape decommissioning and thus to escape an uncertain future, but also to emerge strengthened from a situation that otherwise might have resulted in deportation to his native Austria, imprisonment, or even death.”

Thomas Weber (historian) (1974) German historian

Source: Becoming Hitler: The Making of a Nazi (2017), p. 72

Death, Fear, Future

“At every turn, skeptical observers have attacked the idea that pooling our cognitive surplus could work to create anything worthwhile, or suggested that if it does work, it is a kind of cheating, because sharing at a scale that competes with older institutions is somehow wrong. Steve Ballmer of Microsoft denounced the shared production of software as communism. Robert McHenry, a former editor in chief of Encyclopedia Britannica, likened Wikipedia to a public rest room. Andrew Keen, author of The Cult of the Amateur, compared bloggers to monkeys. These complaints, self-interested though they were, echoed more broadly held beliefs. Shared, unmanaged effort might be fine for picnics and bowling leagues, but serious work is done for money, by people who work in proper organizations, with managers directing their work.”

Clay Shirky (1964) American technology writer

Cognitive Surplus : Creativity and Generosity in a Connected Age (2010)

Money, People, Communication, Idea

“Once employees base their motivation on extrinsic factors they are much less likely to take chances, question established policies and practices, or explore the territory that lies beyond the company vision as defined by management.”

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

Source: On organizational learning (1999), p. 236; as cited in: Edward D. Garten, ‎Delmus E. Williams (2008) Advances in Library Administration and Organization. p. 51

Motivation, Question, Chance

Carl R. Rogers (1902–1987) American psychologist

Carl Rogers, and Fritz Roethlisberger. "Barriers and gateways to communication." Harvard Business Review, 1952.

Art, Communication, Business, Time

“Though aware of just how hard it will be to attain the distant goal I have glimpsed, I am sustained by the certainty that the path I am following is the right one. I repudiate nothing in my past... Consciousness has always guided me in my work and I am comforted by the knowledge that in all my endeavors, even in the moments of greatest uncertainty, my personality has always managed to come through.”

Giorgio Morandi (1890–1964) Italian painter

Quote from an article in the Bolognese fascist magazine 'L'Assalto', 18 Febr. 1928; as cited in 'Morandi 1894 – 1964', published by Museo d'Arte Moderna di Bologna, ed: M. C. Bandera & R. Miracco - 2008; p. 268
1925 - 1945

Knowledge, Distant, Past, Personality

“Leadership is the art of accomplishing more than the science of management says is possible.”

Colin Powell (1937) Former U.S. Secretary of State and retired four-star general

2000s, The Powell Principles (2003)

Art, Science, Leadership

“Each of these smaller corporations… to which an Athenian citizen belonged, had… business of its own—money to spend, officers to appoint, rules to make—very similar to that which the state transacted on a larger scale. And it is not to be supposed that Athenians were at all ashamed to take part in such minor business, as English gentlemen are to sit on a vestry or a town council. On the contrary, a large part of the population left their private affairs for slaves to manage, and devoted themselves entirely to their public duties.”

James Gow (scholar) (1854–1923) scholar

p, 125
A Companion to School Classics (1888)

Money, Business, Parting

“I boxed in the amateurs before getting into submission fighting and got hooked. Actually, I owned three boxing gyms in Vegas. I trained and managed fighters and had a sports management company. One day I met Tito Ortiz and Chuck Liddell, who I started representing, and I got into this huge contract negotiation with Bob Meyerwitz, the former owner of Tito Ortiz’s contract. Through that, Bob and I developed a mutual respect for one another.”

Dana White (1969) President of the UFC

Dana White and the future of UFC (2004)

Sport, Fight, Training, Box

“A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.”

Edgar H. Schein (1928) Psychologist

Edgar H. Schein (2010). Dec Is Dead, Long Live Dec: The Lasting Legacy of Digital Equiment Corporation. p. 60

People, Dogs, Loyalty

“Sketching from nature is very like trying to put a pinch of salt on her tail. And yet many manage to do it very nicely.”

Samuel Butler (1835–1902) novelist

Sketching from Nature
The Note-Books of Samuel Butler (1912), Part IX - A Painter's Views on Painting

Nature

“The Human Behavior School: This approach to the analysis of management is based on the central thesis that, since managing involves getting things done with and through people, the study of management must be centered on interpersonal relations. Variously called the "human relations," "leadership," or "behavioral sciences" approach… This school concentrates on the "people" part of management and rests on the principle that, where people work together as groups in order to accomplish objectives, "people should understand people."”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 178

People, School, Behavior, Understanding

“We consider an organization to be a set of constraints on the activities performed by agents. This view follows that of Weber, who views the process of bureaucratization as a shift from management based on self-interest and personalities to one based on rules and procedures.
Mintzberg [1983] provides an early (and informal) analysis of organization structure distinguishing among ﬁve basic parts of an organization and ﬁve distinct organization conﬁgurations that are encountered in practice. This “ontology” includes several mechanisms that together achieve coordination, like goals, work processes, authority, positions and communication. The various parts of an organization are distinguished by the speciﬁc roles they play in achieving coordination with the above means.
The “language/action perspective” (Winograd 1987) on cooperative work in organizations provides an ontology that emphasizes the social activity by which “agents” generate the space of cooperative actions in which they work, rather than the mental state of individuals. The basic idea is that social activity is carried out by language and communication.”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Source: An Organization Ontology for Enterprise Modelling (1997), p. 2-3

Communication, Idea, Parting, Personality

“Everything in the varying human affairs is due to chance, according to Aristotle, to the Divine Will alone according to the Ashariyah, to Divine Wisdom according to the Mu'tazilites, to the merits of man according to our opinion. It is therefore possible, according to the Ashariyah, that God inflicts pain on a good and pious man in this world, and eeps him forever in fire, which is assumed to rage in the world to come; they simply say it is the will of God. The Mu'tazilites would consider this an injustice, and therefore assume that every being, even an ant, that is stricken with pain, has compensation for it… and it is due to God's Wisdom, that a being is struck and afflicted in order to receive compensation. We, however, believe that all these human affairs are managed with justice; far be it from God to do wrong, to punish any one unless the punishment is necessary and merited. It is distinctly stated in the Law, that all is done in accordance with justice; and the words of our Sages generally express the same idea.”

Maimónides book The Guide for the Perplexed

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

Wisdom, God, Pain, World

“Pascal suggests that people avoid looking inwards and keep running in the vain hope of escaping a face-to-face encounter with their predicament, which is to face up to their utter insignificance whenever they recall the infinity of the universe. And he censures them and castigates them for doing so. It is, he says, that morbid inclination to hassle around rather than stay put which ought to be blamed for all unhappiness. One could, however, object that Pascal, even if only implicitly, does not present us with the choice between a happy and an unhappy life, but between two kinds of unhappiness: whether we choose to run or stay put, we are doomed to be unhappy. The only (putative and misleading!) advantage of being on the move (as long as we keep moving) is that we postpone for a while the moment of that truth. This is, many would agree, a genuine advantage of running out of rather than staying in our rooms—and most certainly it is a temptation difficult to resist. And they will choose to surrender to that temptation, allow themselves to be allured and seduced—if only because as long as they remain seduced they will manage to stave off the danger of discovering the compulsion and addiction that prompts them to run, screened by what is called “freedom of choice” or “self-assertion.””

Zygmunt Bauman (1925–2017) Polish philosopher and sociologist

But, inevitably, they will end up longing for the virtues they once possessed but have now abandoned for the sake of getting rid of the agony which practicing them, and taking responsibility for that practice, might have caused.
Source: The Art of Life (2008), p. 37.

Life, Happiness, People, Truth

“With Trump neofascism has entered the White House—its aim is a different way of managing the capitalist economy. It is both a break with neoliberalism and at the same time its successor on the right—a sign of the deep crisis of our times. Not only does the administration stand for climate denialism and has declared environmentalist enemies of the people, it is also threatening to undermine liberal democracy, and is attacking the racially oppressed, immigrants, women, LGBTQ people, environmentalists, and workers. The resistance movement to this thus needs to be a defense of humanity itself in all of its aspects.”

John Bellamy Foster (1953) Sociology professor and Marxist writer

Interview with Left Voice, 2017

Women, People, Way, Democracy

“To his complete astonishment, he later found himself offering up a stumbling prayer that the dog would be protected. It was a moment in which he felt a desperate need to believe in a God that shepherded his own creations. But, even praying, he felt a twinge of self-reproach, and knew he might start mocking his own prayer at any second.
Somehow, though, he managed to ignore his iconoclastic self and went on praying anyway. Because he wanted the dog, because he needed the dog.”

Richard Matheson book I Am Legend

Source: I Am Legend (1954), Ch. 12

God, Dogs

“How many women thus waste life away the prey of discontent, who might have practised as physicians, regulated a farm, managed a shop, and stood erect, supported by their own industry, instead of hanging their heads surcharged with the dew of sensibility, that consumes the beauty to which it at first gave lustre.”

Mary Wollstonecraft book A Vindication of the Rights of Woman

Source: A Vindication of the Rights of Woman (1792), Ch. 9

Life, Women, Beauty, Support

“One time I woke up on the day of a concert with a stiff neck, and not just a regular stiff neck, I was standing croocked, like the hunchback of Notre Dame. I got some shots then, which did not work. They could have easily put the stage croocked that day so it at least would have looked like I was walking normally. I did perform that night, but I remember nothing from it, was so high from the shots. Later I heared from my manager that I was doin never ending talks between songs. The guy’s at the mix table where trying via the monitor to get me to start singing the next song, but I just kept talking ‘wait wait wait, just one more fun thing I want to say…” I was the stand up comic from hell.”

Anastacia (1968) American singer-songwriter

Het stomende dubbelinterview: Natalia en Anastacia http://www.humo.be/humo-archief/29756/het-stomende-dubbelinterview-natalia-en-anastacia, Humo, September 27, 2010. General Quotes

Guy, Hell, Singing, Time

“Factories today are being run less and less by the authority of experience only, and more and more by the authority of figures and facts. The superintendent and manager of long experience and intuitive knowledge only is forced to make room for the younger man, of less experience, perhaps, but who modernizes his work by the jurisdiction of figures alone.”

Clinton Edgar Woods (1863) American engineer

Source: Organizing a factory (1905), p. 1

Knowledge

“Our American newspapers serve a double purpose. They bring knowledge and information to their readers, and at the same time they play a most important part in connection with the business interests of the community, both through their news and advertising departments. Probably there is no rule of your profession to which you gentlemen are more devoted than that which prescribes that the editorial and the business policies of the paper are to be conducted by strictly separate departments. Editorial policy and news policy must not be influenced by business consideration; business policies must not be affected by editorial programs. Such a dictum strikes the outsider as involving a good deal of difficulty in the practical adjustments of c very-day management. Yet, in fact, I doubt if those adjustments are any more difficult than have to be made in every other department of human effort. Life is a long succession of compromises and adjustments, and it may be doubted whether the press is compelled to make them more frequently than others do.”

Calvin Coolidge (1872–1933) American politician, 30th president of the United States (in office from 1923 to 1929)

1920s, The Press Under a Free Government (1925)

Life, Communication, Business, Knowledge

“Annette’s communiqué is anodyne; a giggling confession off camera (shower-curtain rain in the background) that the famous Manfred Macx is in Paris for a weekend of clubbing, drugging, and general hell-raising. Oh, and he’s promised to invent three new paradigm shifts before breakfast every day, starting with a way to bring about the creation of Really Existing Communism by building a state central planning apparatus that interfaces perfectly with external market systems and somehow manages to algorithmically outperform the Monte Carlo free-for-all of market economics, solving the calculation problem. Just because he can, because hacking economics is fun, and he wants to hear the screams from the Chicago School.”

Charles Stross book Accelerando

Source: Accelerando (2005), Chapter 2 (“Troubadour”), pp. 57-58

School, Way, Communication, Hell

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

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

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

People, Change

“Some see danger in bigness. They fear the concentration of economic power that it brings with it. That is in a degree true. It simply means, however, that industrial management must expand its horizons of responsibility. It must recognize that it can no longer confine its activities to the mere production of goods and services. It must consider the impact of its operation on the economy as a whole in relation to the social and economic welfare of the entire community. For years I have preached this philosophy. Those charged with great industrial responsibility must become industrial statesmen.”

Alfred P. Sloan (1875–1966) American businessman

Source: "The Broadened Responsibilities of Industry's Executive," 1936, p. 358; Also in Sloan & Sparkes (1941, 145); Partly cited in: Roland Marchand (1997, p. 83)

Fear, Communication

“"What do we do if we don't go through a hole?" asked Suzy.
"I think we get smashed to bits," said Arthur. "But like Longtayle said, it's mostly holes. And the current must aim for the holes, or get directed through them. We'll be all right."
"What happens if we don't get smashed completely to bits, but just a bit smashed to bits?" asked Suzy after a while. "I mean, so we're still alive but drowning?"
"Suzy, please don't ask me these questions right now," said Arthur, with as much restraint as he could manage.”

Garth Nix (1963) Australian fantasy writer

Source: The Keys to the Kingdom series, Drowned Wednesday (2005), p. 276.

Question, Thinking

“What I would like to know is what I should be doing."
"I see what you mean," Freeling said, "but I'm afraid I can't tell you. If you were a lathe operator I'd say make that part, but you're a part of management, and you can't treat managerial people that way."
"Go ahead," Forlesen told him. "I won't mind."
[…] "What I meant was that if I knew what you ought to be doing I'd hire a clerk to do it. You're where you are because we feel—rightly or wrongly—that you can find your own work, recognize it when you see it, and do it or get somebody else to. Just make damn sure you don't step on anybody's toes while you're doing it, and don't make more trouble than you fix. […] Don't come running to me with complaints, and don't let me get any complaints about you. Now what was it you wanted to see me about?"
"I don't," Forlesen said. "You said you wanted to see me.”

Gene Wolfe book Gene Wolfe's Book of Days

"Oh. Well, I'm through."
"Forlesen", Orbit 14 (1974), ed. Damon Knight, Reprinted in Gene Wolfe, Gene Wolfe's Book of Days (1981), Reprinted in Gene Wolfe, Castle of Days (1992), Reprinted in Gene Wolfe, The Best of Gene Wolfe (2009)
Fiction

People, Way, Feeling, Parting

“All the real money in investment will have to be made—as most of it has been in the past— not out of buying and selling but out of owning and holding securities, receiving interests and dividends therein, and benefiting from their long-term increases in value. Hence stockholder's major energies and wisdom as investors should be directed toward assuring themselves of the best operating results from their corporations. This in turn means assuring themselves of fully honest and competent managements.”

Benjamin Graham (1894–1976) American investor

Source: The Intelligent Investor: The Classic Text on Value Investing (1949), Chapter I, What the Intelligent Investor Can Accomplish, p. 17

Wisdom, Money, Past

“We are the new extremists, armed with a vision to see through the charade imposed upon us by the gatekeepers of consensus reality, who manage a mass hallucination we choose to reject.”

Nick Zedd (1958) American film maker

The Extremist Manifesto, 2013

Reality

“Another forerunner of modern organization theorists was Andrew Ure, a professor of chemistry. An enthusiastic proponent of “the factory system,” Ure (1835) took a step beyond Adam Smith. Whereas Smith’s pin factory was solely an example of division of labor, Ure pointed out that a factory poses organizational challenges. He asserted that every factory incorporates “three principles of action, or three organic systems”: (a) a “mechanical” system that integrates production processes, (b) a “moral” system that motivates and satisfies the needs of workers, and (c) a “commercial” system that seeks to sustain the firm through financial management and marketing. Harmonizing these three systems, said Ure, was the responsibility of managers.”

William H. Starbuck (1934) American academic

Source: "The Origins of Organizational Theory," 2005, p. 149-150

Motivation

“At a football club, there's a holy trinity – the players, the manager and the supporters.”

Bill Shankly (1913–1981) Scottish footballer and manager

"Bill Shankly: Life, death and football" http://www.guardian.co.uk/football/2009/oct/18/bill-shankly-liverpool-manager, The Guardian (2009-10-18)

Support, Football

“Not taking risks one doesn't understand is often the best form of risk management.”

Raghuram G. Rajan (1963) Indian economist

From his book: Fault Lines: How Hidden Fractures Still Threaten the World Economy (2010) https://books.google.co.in/books/about/Fault_Lines.html?id=2RB3j_YfEg0C

Understanding

“The continuum had somehow managed to correct the incongruity, pairing off lovers like the last act of a Shakespearean comedy, though just how it had managed it wasn’t clear. What was clear was that it had wanted us out of the way while it was doing whatever it was doing. So it had done the time-travel equivalent of locking us in our rooms.”

Connie Willis book To Say Nothing of the Dog

Source: To Say Nothing of the Dog (1998), Chapter 26 (p. 436)

Way, Travel, Lovers, Time

“It is only through the discovery of History — more precisely by the awakening of the historical consciousness in Judaeo-Christianity and its propagation by Hegel and his successors — it is only through the radical assimilation of the new mode of being represented by human existence in the world that myth could be left behind. But we hesitate to say that mythical thought has been abolished. As we shall soon see, it managed to survive, though radically changed (if not perfectly camouflaged). And the astonishing fact is that, more than anywhere else it survives in historiography!”

Mircea Eliade (1907–1986) Romanian historian of religion, fiction writer and philosopher

Source: Images and Symbols (1952), p. 113.

World, History, Change

“Subject. A Subject is a mechanism for guiding a reader (analyst, problem domain expert, manager, client) through a large, complex model. Subjects are also helpful for organizing work packages on larger projects, based upon initial OOA investigations.”

Ed Yourdon (1944–2016) American software engineer and pioneer in the software engineering methodology

Source: Object-oriented design (1991), p. 106.

Problem, Help

“Empirical School; A second approach to management I refer to as the "empirical" school. In this, I include those scholars who identify management as a study of experience, sometimes with intent to draw generalizations but usually merely as a means of teaching experience and transferring it to the practitioner or student. Typical of this school are those who see management or "policy" as the study and analysis of cases and those with such approaches as Ernest Dale's "comparative approach."”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 177

School, Study, Drawing

“I am not a businessman. I never have been. I have problems dealing with money. My entire career has been managed by family members or managers who have looked after my affairs. I am totally ignorant as far as money matters are concerned. For me to suddenly be thrown into this huge corporate ocean without adequate managerial capacity was perhaps the unmaking of the corporation”

Amitabh Bachchan (1942) Indian actor

On the reason behind the failure of ABCL
Quotable quotes by Amitabh Bachchan.

Money, Family, Failure, Problem

“3135. Every one is for denying, extenuating, or throwing the Blame on others, and never will confess a Fault, and take it upon himself; but this, instead of getting it excused and pardoned aggravates it, and makes it worse, and angers the Party concerned, and so it doth Mischief instead of Good. I advise therefore (unless it be a furious, unforgiving Person, and the Thing be a Crime that must not be owned) frankly to own it, to shew how thou wast brought into it, and wish thou hadst not done it. It's likely this ingenuous dealing and throwing thyself upon his Kindness, may work upon his good Nature, and so the storm may pass off without more Mischief; but this must be managed artfully in a middle Way between Sneaking and Arrogancy.”

Thomas Fuller (writer) (1654–1734) British physician, preacher, and intellectual

Introductio ad prudentiam: Part II (1727)

Way, Nature, Personality, Anger

“When that happens, and the “World’s Sole Remaining Superpower” loses its early-adopter advantage, drone technology will work to the advantage of the side with the most decentralized, distributed organizational infrastructure, and the most widely dispersed and hardened end-points. And it will disproportionately hurt the side with the most centralized, hierarchical form of organization and the most concentrated target profile. Anyone want to venture a guess as to which respective sides fit those descriptions? Imagine, if you will, a world in which drones are cheap and widely available. Then stop and think about the target profile of the Empire and the corporate interests it serves. Imagine how easy it would be to get targeting information on the homes, churches and country clubs of the senior management and directors of the aerospace companies that make American drones. The Boardrooms and C-Suites themselves. The factories. The whole South Asian chain of command, from CINC CENTCOM down to battalion and flight headquarters. The logistical tail of the drones, including the control centers at every airbase from which drones are staged. Begin to get the picture?”

Kevin Carson (1963) American academic

Bring on the Drones! (2013)
Other Writing

World, Home, Imagination, Thinking

“Good managements produce a good average market price, and bad managements produce bad market prices.”

Benjamin Graham (1894–1976) American investor

Source: The Intelligent Investor: The Classic Text on Value Investing (1949), Chapter II, The Investor and Stock-Market Fluctuations, p. 44

“The strategies that managers employ are at least as important as the facilities at their disposal.”

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

Source: Management Science (1968), Chapter 1, Processes and Policies, p. 27.

“Nature awareness, ecological worries and reactions to animal abuse are not signs of mankind at last getting conscious of its impact on the rest of the planet, but of the necessity for capital to think globally, and to take all past and present into account, from Maya temples to whales and genes. Everything it dominates has to be controlled and classified in order to be managed. What is marketable must be protected. Capital owns the world and no owner can afford to be too careless about his possessions.”

Gilles Dauvé (1947) French writer

"Letter on Animal Liberation" (1999)

World, Nature, Thinking, Past

“As an engineer by training and practice, and as a manufacturer having upwards of thirty-five years of practical experience in industrial management in many phases, I avail myself with pleasure of this opportunity of meeting this large body of students who are preparing themselves for active work in the world, and of submitting for your consideration some suggestions concerning your future work, especially in the field with which I am most familiar and in which some of you, I feel sure, will find your best opportunities, and which will form the topic of my argument, namely, Industrial Engineering”

Henry R. Towne (1844–1924) American engineer

Lead paragraph
Industrial Engineering, 1905

Pleasure, World, Feeling, Future

“If only Ed Fleming had a mother who gave such sound advice. The manager of Wazoo's, a downtown Denver restaurant, Fleming is a CSU alum who has been darned giddy about the Rams' recent success. So giddy that he donned a necklace made of Pez candies, a red blazer - and nothing else. A few people gaped (some actually set aside their beers), but most ignored Fleming as he strutted like a red-blazered rooster, demanding that all hail the Mighty Naked Beer King.”

J. R. Moehringer (1964) American journalist

The Rocky Mountain News, Going Gonzo In Ft. Collins - CSU Fans Let It All Hang Out As They Cavort And Revel Before Big Football Game Against Utah, October 23, 1994

People, Beer, Success

“Boamund scratches his head. Imagine a knight by Alma-Tadema who's somehow managed to fall off the picture and is wondering how to get back in without breaking the glass.”

Tom Holt (1961) British writer

c. 1
Grailblazers (1994)

Imagination

“Christians talk about the horror of sin, but they have overlooked something. They keep talking as if everyone were a great sinner, when the truth is that nowadays one is hardly up to it. There is very little sin in the depths of the malaise. The highest moment of a malaisian's life can be the moment when he manages to sin like a proper human (Look at us, Binx — my vagabond friends as good as cried out to me — we're sinning! We're succeeding! We're human after all!).”

Walker Percy book The Moviegoer

The Moviegoer (1961)

Life, Truth

“When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.”

Jack McDevitt (1935) American novelist, Short story writer

Source: Academy Series - Priscilla "Hutch" Hutchins, Odyssey (2006), Chapter 9 (p. 78)

People, Business

“We are socialists because we believe we live now in a world that requires a great deal of thoughtful planning ahead of time. We are socialists because we live in a world that is peculiarly interdependent, and to a degree quite unknown in earlier times. […] We are socialists because we believe in this kind of world - in this anarchy of nations - we need to have a concept that the great purpose of life is to manage our extraordinary scientific and technological achievements and our resources for the common good. It’s not easy and it cannot be the byproduct of a game where everybody seeks the maximum profit for himself, either men or nations in that role.”

Norman Thomas (1884–1968) American Presbyterian minister and socialist

Debate with Barry Goldwater, University of Arizona campus, Tucson, Arizona, November 1961

Life, Men, World, Game

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

Henry Mintzberg (1939) Canadian busines theorist

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

Nature, Problem, Time

“Dodge v. Ford still stands for the legal principal that managers and directors have a legal duty to put the shareholders' interests above all others and no legal authority to serve any other interests - what has come to be known as "the best interests of the corporation" principal.”

Joel Bakan (1959) Canadian writer, musician, filmmaker and legal scholar

Source: The Corporation: The Pathological Pursuit of Profit and Power (2004), Chapter 2, Business As Usual, p. 36

“Managers in all too many American companies do not achieve the desired results because nobody makes them do it.”

Harold Geneen (1910–1997) American businessman

Managing, Chapter Five (Management Must Manage), p. 86.

“A prince or general can best demonstrate his genius by managing a campaign exactly to suit his objectives and his resources, doing neither too much nor too little.”

Carl von Clausewitz book On War

On War (1832), Book 3

“We broke up mostly because we didn't have a manager and everyone was on different drugs. I don't take them so it was a bit weird for me.”

Ian Brown (1963) English musician and singer of The Stone Roses

" Ex-Stone Roses vocalist produces 1st solo album http://news.google.com/newspapers?id=PcVIAAAAIBAJ&sjid=CYIMAAAAIBAJ&pg=1480,1694681&dq=ian-brown&hl=en", The Vindicator, 5 September 1998, retrieved 2011-08-14

“The formalization of behavior takes formal power away from the workers and the managers who supervise them and concentrates it near the top of the line hierarchy and in the technostructure, thus centralizing the organization in both dimensions. The result is Type A decentralization. Training and indoctrination produces exactly the opposite effect: it develops expertise below the middle line, thereby decentralizing the structure in both dimensions (Type E). Putting these two conclusions together, we can see that specialization of the unskilled type centralizes the structure in both dimensions, whereas specialization of the skilled or professional type decentralizes it in both dimensions.”

Henry Mintzberg (1939) Canadian busines theorist

Source: The structuring of organizations (1979), p. 211

Behavior, Training

“The state attains its ends as well through liberty as through government, as well through entrusting the care of matters of public interest to individuals as through the maintenance of public governmental services for their management.”

Frank Johnson Goodnow (1859–1939) American historian

Frank J. Goodnow: Municipal Home Rule. New York: Columbia University Press; 1906, p. 37

“… the organization chart will initially reflect the first system design, which is almost surely not the right one [… ] as one learns, he changes the design [… ]. Management structures also need to be changed as the system changes…”

Fred Brooks (1931) American computer scientist

The Mythical Man-Month: Essays on Software Engineering (1975, 1995)

Learning, Change

“An irresistible footnote: in 1971, pension fund managers invested a record 122% of net funds available in equities — at full prices they couldn't buy enough of them. In 1974, after the bottom had fallen out, they committed a then record low of 21% to stocks.”

Warren Buffett (1930) American business magnate, investor, and philanthropist

1978 Chairman's Letter http://www.berkshirehathaway.com/letters/1978.html Letters to Shareholders (1957 - 2012)

“Our fifth premise is that the resource allocation task of top management has received too much attention when compared to the task of resource leverage.”

Gary Hamel (1954) American management expert

Source: Competing for the Future, 1996, p. 174

“Sangakkara: It's very important be a good man manager. You need to be able to understand the capabilities of the players. Once you strategise, you need to be able to pick the players to execute them. You also need to ensure people are thinking for themselves because in tough situations, leadership becomes situational where certain players step up to lead the side with their performance or with a little spark of brilliance. That sometimes makes a captain look good even though that was beyond his control”

Kumar Sangakkara (1977) Sri Lankan cricketer

People, Understanding, Thinking

“In my country at present, women have no participation in the higher levels of government and none whatsoever in the judiciary. Even within the democratic movement only 14 out of the 485 MPs elected in 1990 were women -- all from my own party, the National League for Democracy. These 14 women represent less than 3 percent of the total number of successful candidates. They, like their male colleagues, have not been permitted to take office since the outcome of those elections has been totally ignored. Yet the very high performance of women in our educational system and in the management of commercial enterprises proves their enormous potential to contribute to the betterment of society in general. Meanwhile our women have yet to achieve those fundamental rights of free expression, association and security of life denied also to their menfolk.”

Aung San Suu Kyi (1945) State Counsellor of Myanmar and Leader of the National League for Democracy

Opening Keynote Address at NGO Forum on Women, Beijing China (1995)

Life, Women, Education, Democracy

“I am not I.
I am this one
walking beside me whom I do not see,
whom at times I manage to visit,
and whom at other times I forget;
who remains calm and silent while I talk,
and forgives, gently, when I hate,
who walks where I am not,
who will remain standing when I die.”

Juan Ramón Jimenéz (1881–1958) Spanish poet

"I am not I", from Lorca and Jiménez: Selected Poems, chosen and translated by Robert Bly (Boston: Beacon Press, 1973), p. 77

Hate, Forgiveness, Time, Forgetting

“Production management courses are often the repository for some of the most inappropriate and intellectually stultifying materials to be found in the business curriculum… many faculty members have little respect for such courses… and students complained more strongly to us about the pointlessness of the production requirement than of any other.”

Robert Aaron Gordon (1908–1978) American economist

As cited in: Wren & Bedeian (1972/2009; 474).
Business Leadership in the Large Corporation (1945)

Business

“Business System Planning (BSP) and Business Information Control Study (BICS) are two information system planning study methodologies that specifically employ enterprise analysis techniques in the course of their analysis. Underlying the BSP and BICS analysis are the data management problems that result from systems design approaches that optimize the management of technology at the expense of managing the data.”

John Zachman (1934) American computer scientist

Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 31

Optimism, Business, Problem, Study

“Systems analysis, conceived in a policy sciences framework, is the macro instrument of the systems manager for understanding, evaluating and improving human systems — which are defined as goal oriented interdependent units incorporating people, organization and some form of technology for control, administration or output.”

Richard F. Ericson (1919–1993) American academic

Richard F. Ericson (1979) Improving the human condition: quality and stability in social systems : proceedings of the Silver Anniversary International Meeting, London, England, August 20-24, 1979. Society for General Systems Research. p. 621

People, Understanding, Science

“A framework as it applies to enterprises is simply a logical structure for classifying and organising the descriptive representations of an enterprise that are significant to the management of the enterprise as well as to the development of the enterprise's system [with the aim of] rationalising the carious concepts and specifications in order to provide for clarity of professional communication, to allow for improving and integrating development methodologies and tools, and to establish credibility and confidence in the investment of systems resources.”

John Zachman (1934) American computer scientist

Zachman cited in: Egon Berghout and Dan Remenyi, Egon Berghout (2003) Proceedings of the 10th European Conference on Information Technology Evaluation - 2003. p. 503
In this quote the "framework" refers to the Zachman Framework

Confidence, Communication

“It is a false doctrine that labor must assume all management. Those best suited for management must manage, whatever may lie their source. Every industry is searching eagerly for brains. My observation convinces me that most business firms pledged to welfare work are interested in their employed; they often remain open in order to protect those who serve them, even though it might be more profitable for them to close down. People need to stop to think, when the laborer clamors against the unorganized labor market, whether the menace is from the immigrant or from some other source. For no business enterprise wishes its help to leave that it may employ others; the turnover is one of the most expensive things industry has to face. The expense of breaking in new help is appalling.”

Calvin Coolidge (1872–1933) American politician, 30th president of the United States (in office from 1923 to 1929)

1920s, Whose Country Is This? (1921)

People, Lie, Search, Business

“To some this may appear to be a small matter, but to Mr. Harry Hook, it is very important. He is a street trader in the Barnsley Market. He has been trading there for some six years without any complaint being made against him; but, nevertheless, he has now been banned from trading in the market for life. All because of a trifling incident. On Wednesday, October 16, 1974, the market was closed at 5:30. So were all the lavatories, or 'toilets' as they are now called. They were locked up. Three quarters of an hour later, at 6:20, Harry Hook had an urgent call of nature. He wanted to relieve himself. He went into a side street near the market and there made water, or 'urinated' as it is now said. No one was about except one or two employees of the council, who were cleaning up. They rebuked him. He said: 'I can do it here if I like'. They reported him to a security officer who came up. The security officer reprimanded Harry Hook. We are not told the words used by the security officer. I expect they were in language which street traders understand. Harry Hook made an appropriate reply. Again, we are not told the actual words, but it is not difficult to guess. I expect it was an emphatic version of 'You be off'. At any rate, the security officer described them as words of abuse. Touchstone would say that the security officer gave the 'reproof valiant' and Harry Hook gave the 'counter-check quarrelsome'; As You Like It, Act V, Scene IV. On Thursday morning the security officer reported the incident. The market manager thought it was a serious matter. So he saw Mr. Hook the next day, Friday, October 18. Mr. Hook admitted it and said he was sorry for what had happened. The market manager was not satisfied to leave it there. He reported the incident to the chairman of the amenity services committee of the Council. He says that the chairman agreed that 'staff should be protected from such abuse.”

Alfred Denning, Baron Denning (1899–1999) British judge

That very day the market manager wrote a letter to Mr. Hook, banning him from trading in the market.
Ex Parte Hook [1976] 1 WLR 1052 at 1055.
Judgments

Life, Understanding, Nature, Water

“Every organization structure, even a poor one, can be charted, for a chart merely indicates how departments are tied together along the principal lines of authority. It is therefore somewhat surprising to find top managers occasionally taking pride in the fact that they do not have an organization chart or, if they do have one, feeling that the chart should be kept a secret.”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 379

Secret, Feeling

“Raw artistic talent is abundant. What is truly rare are the cultural circumstances, attitudes, and institutions to develop and perfect it. Few American cities have ever managed to foster a vibrant literary milieu of international significance — perhaps only Boston, New York, Chicago, and San Francisco. American literature has most often been an affair of isolated genius or small coterie.”

Dana Gioia (1950) American writer

"Fallen Western Star," http://www.danagioia.net/essays/ewestern.htm Denver Quarterly (Fall 1998) Essays

Literature, Perfection

“Management is the activity which plans, organizes, and controls the operations of the basic elements of men, materials, machines, methods, money, and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the thought objectives of the enterprise.”

George R. Terry (1909–1979)

As cited in Wren & Bedeian (1972;411)
Principles of Management, 1960

Men, Money, Effort

“T'riss sat down opposite the Warden, her expression thoughtful. 'Is civilisation nothing but an illusion, then?'
'Crowd control.'
'Excuse me?'
'That's all civilisation is, T'riss. A means by which we manage the proliferation of our kind. It increases in complexity the more of us there are. Laws keeps us muzzled and punishment delivers the necessary message when those laws are broken. Civilizations in decline are notable when certain of their members escape justice, and do so with impunity.”

Steven Erikson book Forge of Darkness

Forge of Darkness (2013)

Justice, Law

“Private enterprise manages better all that to which it is equal. Anarchism declares that private enterprise, whether individual or cooperative, is equal to all the undertakings of society.”

Voltairine de Cleyre (1866–1912) American anarchist writer and feminist

Anarchism & American Traditions (1908)

“All decent people live beyond their incomes nowadays, and those who aren't respectable live beyond other people's. A few gifted individuals manage to do both.”

Saki The Chronicles of Clovis

"The Match Maker"
The Chronicles of Clovis (1911)

People

“The key to good management is keeping the nine guys who hate your guts away from the nine guys who haven't made up their minds.”

Casey Stengel (1890–1975) American baseball player and coach

Common Ground News http://www.commongroundnews.org/article.php?id=2316&lan=en&sid=1&sp=0

Hate, Guy

“I confess that it isn't easy to enter on football with the name of someone who is already in football. I feel that with my own son. He already lives under the pressure of being a son of mine. For that I admire Rui Águas and Maldini, who managed to live with the weight of that pressure, and already did a lot.”

José Mourinho (1963) Portuguese association football player and manager

Chelsea FC, Doctorate Honoris Causa degree award (23 March 2009)

Feeling, Football

“Since the great days of Jimmy Greaves, it's the only time anyone's managed to score five times in a Chelsea shirt.”

Tony Banks (1942–2006) British politician

"The wit and wisdom of Tony Banks" http://news.bbc.co.uk/1/hi/uk/4593562.stm, BBC News, 8 January 2006. after a kiss-and-tell story appeared detailing how former Conservative minister David Mellor, his close friend and fellow Chelsea fan, wore football kit during sex.

Time

Quotes about management page 11

Quotes about management
page 11