Quotes about management
page 12

“The book rest upon tour assumptions. It assumes that administration is a - single process, substantially uniform in its essential characteristics whether observed and therefore avoids the study of municipal administration, state administration, or federal administration as such. It is assumed that the study of administration should start from the base of management rather than the foundation of law, and is therefore more absorbed in the affairs of the American Management Association than in the decisions of the courts. It assumes that administration is still primarily an art but attaches importance to the significant tendency to transform it into a science. It assumes that administration has become, and will continue to be, the hart of the problem of modern government.”

Leonard D. White (1891–1958) American historian

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

Books, Law, Art, Problem

“As far as possible the duty of a leader is to foresee dissatisfaction and to remedy injustice before complaints are made. To accomplish this he must maintain close contact with the men he controls. Let him go into the trenches if he is a general; let him arrive at the factory with his workmen now and then if he is the manager. He must have some imagination; an understanding of other men's lives is necessary to him, so that he may be able to protect those under him from unnecessary suffering. The secret of gaining their affection is to feel affection for them and to be able to do their jobs as well as they do them themselves. Men endure taking orders, and even like it, if the orders are given intelligently.”

André Maurois (1885–1967) French writer

Un Art de Vivre (The Art of Living) (1939), The Art of Leadership

Men, Secret, Feeling, Imagination

“We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top managers, who are among the least.”

Paul Goodman book Growing Up Absurd

Source: Growing Up Absurd (1956), p. 94.

Men, Imagination

“Actually, a kind of state socialism seemed to be gaining more and more ground, furthered by many of the [Nazi] party functionaries. They had already managed to have all plants owned by the state distributed among the various party districts and subordinated to their own district enterprises… Our very system of industrial direction in the interests of war production could easily become the framework for a state-socialist economic order. The result was that our organization, the more efficient it became, was itself providing the party leaders with the instruments for the doom of private enterprise.”

Albert Speer (1905–1981) German architect, Minister of Armaments and War Production for Nazi Germany

Source: Inside the Third Reich: Memoirs (1970), p. 359

War

“I'm drinking Jack and I started blacking out. You ever black out? Or as I call it, time travel? You ever do that? Oh yeah! You know how it is -- you're drinking, you black out. You wake up, you're in another bar. You're drinking, you black out. You wake up, you're playing that knife game with a half-Indian somewhere in North Dakota, "Yeah! Yeah! Winner fixes the tranny! Yeah". You're drinking, you black out. You wake up, you're in White Castle -- working there 3 years, STILL not assistant manager. Your buddies tell you to quit, but you can't 'cause you're banging the slow girl on the fry-o-later. They say she's a little retarded, but those titties ain't retarded!”

Dave Attell (1965) comedian

Comedy Central Presents: Dave Attell

Travel, Girl, Game, Drink

““And do not think,” Manisfree said, “that we absolve ourselves from blame in this situation. Although we teachers purport to know more than other men, we have usually chosen to remain aloof from public life. Practical, hardheaded men of the world have always frightened us; and those men, in their hardheaded way, have brought us to this.”
“Nor is aloofness our only failure,” said Hanley of Anthropology. “Let me point out that we have taught—badly! Our few promising students became teachers, thus insulating themselves as we had. The rest of our students sat through the sleep-provoking drone of our lectures, eager only to depart and take their places in a mad world. We did not touch them, Joenes, we did not move them, and we did not teach them to think.”
“In fact,” said Blake of Physics, “we did quite the contrary. We managed to equip most of our students with a definite hatred of thinking. They learned to view culture with the greatest suspicion, to ignore ethics, and to consider the sciences solely as a means of making money. This was our responsibility and our failure. The outcome of that failure is the world.””

Robert Sheckley book Journey Beyond Tomorrow

Source: Journey Beyond Tomorrow (1962), Chapter 9 “The Need for the Utopia” (p. 74)

Life, Men, Money, World

“Of the whole population of Hindustan it is notorious that five parts in six are composed of Hindus, the adorers of images, and the whole concerns of trade and manufacture… are entirely under the management of these classes. Were it, therefore, ever so much my desire to convert them to the true faith, it would be impossible, otherwise than through excision of millions of men… but the massacre of a whole people can never be any business of mine.”

Jahangir (1569–1627) 4th Mughal Emperor

Tarikh-i-Salim Shahi (Calcutta Edition), (According to K.S. Lal, some scholars hold that this work is a fabrication and does not comprise the real Memoirs of Jahangir), quoted from Lal, K. S. (1990). Indian muslims: Who are they.

Men, People, Faith, Business

“I set another goal … a reasonable, manageable goal that I could realistically achieve if I worked hard enough. I approached everything step by step.”

Michael Jordan (1963) American retired professional basketball player and businessman

How to be like Mike (2005)

“.. Your Lordship [Dartmouth], I am sure, will be sensible of the dress thus far, but I defy any but a painter of some sagacity (and such you see I am, my Lord) to be well aware of the different effects which one part of a picture has upon another, and how the eye may be cheated as to the appearance of size, &c., by an artful management of the accompaniments. A tune may be so confused by a false bass that if it is ever so plain, simple, and full of meaning it shall become a jumble of nonsense, and just so shall a handsome face be overset by a fictitious bundle of trumpery of the foolish painter's own inventing.... Lady Dartmouth's [second/repainted] picture will look more like and not so large when dressed properly..”

Thomas Gainsborough (1727–1788) English portrait and landscape painter

Quote from Gainborough's letter to Lord Dartmouth, 18 April 1771, after critic on the first portrait he made of Lady Dartmouth; as cited in Thomas Gainsborough, by William T, Whitley https://ia800204.us.archive.org/6/items/thomasgainsborou00whitrich/thomasgainsborou00whitrich.pdf; New York, Charles Scribner's Sons – London, Smith, Elder & Co, Sept. 1915, p. 74 1770 - 1788

Art, Appearance, Parting, Cheating

“Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 2

Understanding

“The management science approach to organizational decision making is the analog to the rational approach by individual managers. Management science came into being during World War II. At that time, mathematical and statistical techniques were applied to urgent, large-scale military problems that were beyond the ability of individual decision makers. Mathematicians, physicists, and operations researchers used systems analysis to develop artillery trajectories, antisubmarine strategies, and bombing strategies such as salvoing (discharging multiple shells simultaneously). Consider the problem of a battleship trying to sink an enemy ship several miles away. The calculation for aiming the battleship's guns should consider distance, wind speed, shell size, speed and direction of both ships, pitch and roll of the firing ship, and curvature of the earth. Methods for performing such calculations using trial and error and intuition are not accurate, take far too long, and may never achieve success.
This is where management science came in. Analysts were able to identify the relevant variables involved in aiming a ship's guns and could model them with the use of mathematical equations. Distance, speed, pitch, roll, shell size, and so on could be calculated and entered into the equations. The answer was immediate, and the guns could begin firing. Factors such as pitch and roll were soon measured mechanically and fed directly into the targeting mechanism. Today, the human element is completely removed from the targeting process. Radar picks up the target, and the entire sequence is computed automatically.”

Richard L. Daft (1964) American sociologist

Source: Organization Theory and Design, 2007-2010, p. 500

War, World, Error, Mathematics

“A number of engineers became so-called disciples of Frederick W. Taylor, even though he had passed on to his reward in 1915. A considerable number of engineers took up the so-called scientific management of Frederick Taylor and further embroidered it and publicized themselves as efficiency engineers and management consultants. Henry L. Gantt had been Taylor's assistant at the Midvale Steel and the Bethlehem Steel Company. Gant, were among the many prominent advocates of Taylor's efficiency system with some variations.
Gant, Barth and others tried to start an organization, ' 'The New Machine." ' 'The New Machine" never got off the ground; all of them wrote articles and delivered papers in the engineering societies and management conferences. But their chief purpose was in creating a national image so they could sell their services to large-scale private enterprise as scientific managers and efficiency engineers who would be able to install the system that could extract more productivity from the American worker.”

Howard Scott (1890–1970) American engineer

Source: History and Purpose of Technocracy, 1965, p. 7

“It… has long been realized by those engaged in the work of installing scientific management, that transference of skill is one of the most important features(*)… The importance of transference of skill was realized many years ago. Studies in division of work and in elapsed time of doing work were made by Adam Smith, Charles Babbage, M. Coulomb and others, but accurate measurement in management became possible when Mr. Taylor devised his method of observing and recording elementary unit net times for performance with measured allowance for fatigue.
It is now possible to capture, record and transfer not only skill and experience of the best worker, but also the most desirable elements in the methods of all workers. To do this, scientific management carefully proceeds to isolate, analyze, measure, synthesize and standardize least wasteful elementary units of methods. This it does by motion study, time study and micro-motion study which are valuable aids to sort and retain all useful elements of best methods and to evolve from these a method worthy to be established as a standard and to be transferred and taught. Through this process is made possible the community conservation of measured details of experience which has revolutionized every industry that has availed itself of it.”

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

Source: The present state of art of industrial management, 1913, p. 1124-5 ; (*) See Primer of Scientific Management, F. B. Gilbreth, p. 56; Psychology of Management, L. M. Gilbreth, chap. 8; Motion Study, F. B. Gilbreth, p. 36.

Communication, Study, Time

“As for the employees, the payment in stock options revives, somewhat ironically, the old anarchist ideology of self-management of the company, as they are co-owners, co-producers, and co-managers of the firm.”

Manuel Castells (1942) Spanish sociologist (b.1942)

Source: The Internet Galaxy - Reflections on the Internet, Business, and Society (2001), Chapter 3, e-Business and the New Economy, p. 92

“In speaking of agricultural management, the French say, I'economie rurale, and the English, rural economy; and yet neither the one nor the other intend thereby to signify the absolute execution of agricultural operations, but only the division and circumstances or appurtenances of agriculture. In Germany, where a Latin or Greek name has lately been thought to give dignity to a science, and has, consequently, been introduced into the title of most of the scientific works, some authors have begun to term, not only the science of agriculture, but agriculture itself, the oekonomie; and the word is used exclusively in this sense by many persons. It is for this reason that those who are supposed to practise the art with the greatest skill and science, are termed oekonomen (economists); and that some of those who are employed in superintending the labourers, even though they frequently have not the least idea of the actual principles of agriculture, chose to be designated by this title.”

Albrecht Thaer (1752–1828) German agronomist and an avid supporter of the humus theory for plant nutrition

Source: The Principles of Agriculture, 1844, Section II. The Economy, Organization and Direction of an Agricultural Enterprise, p. 55.

Art, Idea, Sense, Science

“My days at Baylor were not too different from my days as part of a company. I had to manage my time. I had to divide it into certain pieces so that I’d get as much done as I possibly could. And I had to have the discipline to stay focused on the most important things that needed to get done.”

Mark Hurd (1957–2019) American businessman, philanthropist and CEO of Oracle

Interview with Baylor Business Review: "Q & A with Mark Hurd" https://bbr.baylor.edu/mark-hurd-fa06/ (Fall 2006)

Time, Parting

“No civilization can progress to the stability of continuous survival without certain and sure command of knowledge such as that contained in Dianetics. For Dianetics, skillfully used, can do exactly what it claims. It can, in the realm of the individual, prevent or alleviate insanity, neurosis, compulsions and obsessions and it can bring about physical well-being, removing the basic cause of some 70% of man's illnesses. It can, in the field of the family, bring about better accord and harmony. It can, in the field of nations or smaller groups such as those of industry, improve management to a point where these pitifully inadequate ideologies, for which men fight and die with such frightening earnestness, can be laid aside in favor of a workable technology.”

L. Ron Hubbard book Science of Survival

Science of Survival (1951)

Men, Family, Knowledge, Fight

“Managers model the way by first changing themselves.”

James A. Champy (1942) American businessman

Source: Reengineering management, 1995, p. 35

Way, Change

“The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 1; as cited in: Abraham Harold Maslow, Deborah Collins Stephens, Gary Heil. Maslow on management, John Wiley, 1998, p. 96

People, Way, Question

“I had taken up the question of interdivisional relations with Mr. Durant [president of GM at the time] before I entered General Motors and my views on it were well enough known for me to be appointed chairman of a committee "to formulate rules and regulations pertaining to interdivisional business" on December 31, 1918. I completed the report by the following summer and presented it to the Executive Committee on December 6, 1919. I select here a few of its first principles which, though they are an accepted part of management doctrine today, were not so well known then. I think they are still worth attention.
I stated the basic argument as follows:
The profit resulting from any business considered abstractly, is no real measure of the merits of that particular business. An operation making $100,000.00 per year may be a very profitable business justifying expansion and the use of all the additional capital that it can profitably employ. On the other hand, a business making $10,000,000 a year may be a very unprofitable one, not only not justifying further expansion but even justifying liquidation unless more profitable returns can be obtained. It is not, therefore, a matter of the amount of profit but of the relation of that profit to the real worth of invested capital within the business. Unless that principle is fully recognized in any plan that may be adopted, illogical and unsound results and statistics are unavoidable …”

Alfred P. Sloan (1875–1966) American businessman

Source: My Years with General Motors, 1963, p. 49

Question, Business, Thinking, Time

“I must confess at the outset that I never felt at ease in dealing with Smith. Perhaps my insecurity stemmed in large part from my youth and lack of much previous experience in dealing with management people. Beyond this, Smith was known even to his associates as “a hard fellow to get to know.” He did not encourage informality. My meetings with him were generally held in his office, with an atmosphere of strictly business. Even when we had lunch together, the businesslike atmosphere prevailed. Had I been able to see him more than once a month, it might have been possible to reduce these barriers, although I am convinced that much of the problem would still have remained.
I now feel that my approach to Smith was too indirect and cautious. While I found many shortcomings in is pattern of managerial leadership, I never discussed these with him directly. Our talks centered on what he should do with Kraus, how group meetings might be stimulated, and so on—all matters in which Smith necessarily played a prominent role. No doubt he could infer from things I said some criticisms of his own behavior, but in our discussions I never confronted him with these criticisms.”

William Foote Whyte (1914–2000) American sociologist

Source: Making Mondragón, 1965, p. 176-177; As cited in: Ickis (2014)

People, Youth, Behavior, Feeling

“"The subject," I say, suddenly unable to hold myself back any more, "is the SDS leadership's alienation from its followers. Not just here! Not just you!" Suddenly, horribly, I begin to sob. You could have heard a pin drop as people waited for me to continue. "I didn't want to be an SDS leader! And I don't think I've been a good one. But there's some things I'm proud of –." Finally I manage to turn and look at Jean. "Why are you all so intolerant? Why are you all so vindictive? Why is it getting so that you only listen to people if they can quote from Father Karl or… or Father Leon?… Why are we giving up on trying to develop an analysis of our own? And for ourselves not just for others? Why? Why?"”

Mark Satin (1946) American political theorist, author, and newsletter publisher

Page 185. Satin had become president of SDS at SUNY Binghamton during the summer 1966 trimester. "Jean" is one of the far-left SDS leaders Satin had deposed. She is also the "girl" referred to n the previous quote.
Confessions of a Young Exile (1976)

People, Quotes, Thinking, Waiting

“The people of Sybaris, a city in Calabria, are proverbial on account of their effeminancy; and it is said that they taught their horses to dance to the music of the pipe; for which reason, their enemies the Crotonians, at a time when they were at war with them, brought a great number of pipers into the field, and at the commencement of the battle, they played upon their pipes; the Sybarian horses, hearing the sound of the music, began to dance; and their riders, unable to manage them as they ought to have done, were thrown into confusion, and defeated with prodigious slaughter. This circumstance is mentioned by Aristotle; and, if not strictly true, proves, at least that the teaching of animals to exceed the bounds of action prescribed by nature was not unknown to the ancients.”

Joseph Strutt (1749–1802) British engraver, artist, antiquary and writer

pg. 242
The Sports and Pastimes of the People of England (1801), Sybaris

War, People, Music, Nature

“In 302, the Roman emperor Diocletian commanded "there should be cheapness," declaring, "Unprincipled greed appears wherever our armies … march. … Our law shall fix a measure and a limit to this greed." The predictable result of Diocletian's food price controls were black markets, hunger and food confiscation by his soldiers. Despite the disastrous history of price controls, politicians never manage to resist tampering with prices -- that's not a flattering observation of their learning abilities.”

Walter E. Williams (1936) American economist, commentator, and academic

1970s, Economics for the Citizen (1978)

Hunger, Law, Food, History

“[It remains to be seen whether the newer management theories, based as they are on research in industrial concerns, will be] equally applicable to other kinds of organized human activity, such as schools, voluntary organizations, unions, hospitals, governmental agencies, scientific and professional organizations, and the like.”

Rensis Likert (1903–1981) American statistician

Source: New patterns of management, (1961), p. 4; as cited in: James G. March. Handbook of Organizations (RLE: Organizations). 2013. p. 817

School

“The Klu Klux Klan and the racial segregation that was so dramatically challenged during the mid-twentieth century freedom movement was produced not during slavery but rather in an attempt to manage free black people who would have been far more successful in pushing forward democracy for all.”

Angela Davis (1944) American political activist, scholar, and author

Freedom is a Constant Struggle: Closures and Continuities (2013)

People, Democracy, Freedom, Success

“Life here [in Paris, 1885] is quite different. You hardly ever see a dog on a lead; you come across little wagons being pulled by dogs that are often so small that you can't imagine how on earth they manage to shift such enormous weights. You see shepherdesses in the middle of the street herding goats and sometimes playing on their flutes. I think I'll go to the Louvre and the Salon today.”

Edvard Munch (1863–1944) Norwegian painter and printmaker

1880 - 1895

Life, Dogs, Imagination, Thinking

“Wow. Well on a personal level this century has been going so well for us, we finished our album, I had a little baby boy a little while ago, the whole Jubilee 2000 work has been incredible, just everything has been going great. There's also been some great breakthroughs in science, the disposible mobile phone, 3 blade razor and the female orgasmatron which is great - anyway now this... thanks everybody our record company has been great, our management have been great and our producer's amazing.”

The Edge (1961) Irish rock musician, guitar player of U2

2001
Acceptance speech at the Grammy's

Boy, Science, Baby, Personality

“He managed to lie by implication while speaking words that were the literal truth, a skill he had grown good at, if not proud of.”

David Brin book The Postman

Source: The Postman (1985), Section 3, “Cincinnatus”, Chapter 5 (p. 200)

Truth, Lie

“It was not Abraham Lincoln who invented the nanny-state; it was that son of the Confederacy, Woodrow Wilson. That American conservatives, even more than American leftists, should today manage to find themselves enamored of the secessionist republic may be the crowning irony of them all.”

Allen C. Guelzo (1953) American historian

2000s, States' Rights and Wrongs (2008)

“When the Soviet government is experiencing a difficult period and plots are being hatched by bourgeois elements and when at a critical moment we manage to lay bare these plots — do they think they are discovered accidentally? Oh, no, not accidentally. They are discovered because the plotters live among the masses, because they cannot succeed in their plots without the workers and peasants and it is there that, in the long run, they run up against people who go to that badly organised, as they said here, Cheka and say that exploiters are gathered in a certain place.”

Vladimir Lenin (1870–1924) Russian politician, led the October Revolution

Address to the Seventh All-Russia Congress (5 December 1919) http://www.marx2mao.com/Lenin/SARCS19.html; Collected Works, Vol. 30. 1910s

People, Thinking

“One of the basic troubles with radio and television news is that both instruments have grown up as an incompatible combination of show business, advertising and news. Each of the three is a rather bizarre and demanding profession. And when you get all three under one roof, the dust never settles. The top management of the networks with a few notable exceptions, has been trained in advertising, research, sales or show business. But by the nature of the corporate structure, they also make the final and crucial decisions having to do with news and public affairs. Frequently they have neither the time nor the competence to do this.”

Edward R. Murrow (1908–1965) Television journalist

RTNDA Convention Speech (1958)

Business, Nature, Decision, Time

“The market remained the generator of demand for goods and services, but modern business enterprise took over the functions of coordinating flows of goods and services through existing processes of production and distribution, and of allocating funds and personnel for future production and distribution. As modern business enterprise acquired functions hitherto carried out by the market, it became the most powerful institution in the American economy and its managers the most influential group of economic decision makers. The rise of modern business enterprise in the United States, therefore, brought with it managerial capitalism.”

Alfred D. Chandler, Jr. (1918–2007) American historian

Source: The Visible Hand (1977), p. 1.

Business, Decision, Future

“It was recognized, and recognized fairly, that when you get large bodies of workmen together they cannot, nor is it fair to expect them to, negotiate individually against the more powerful management that controls large bodies of men; and so it was that, to secure effective freedom of contract, power was given for man to join himself to man for that very purpose of bettering his position. The trade union as we know it came into being to meet the new conditions of industry. It was essential then, and for that purpose it will continue to be essential. This country is the birthplace of that kind of combination—this country, which has been the birthplace of every effort to free mankind by legitimate and evolutionary means, and will continue to be so, long after the efforts of other and less happy countries have gone down in failure and disaster.”

Stanley Baldwin (1867–1947) Former Prime Minister of the United Kingdom

Speech in Chippenham (12 June 1926), quoted in Our Inheritance (London: Hodder and Stoughton, 1938), p. 161.
1926

Men, Happiness, Failure, Effort

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

Hyman George Rickover (1900–1986) United States admiral

The Rickover Effect (1992)

“What kind of story am I going to give them next? Because that's what we are to other people, boy, we are their gossip. That's all civilization is, a giant mill grinding out gossip. And so I could be the story of the man who rode high and fell hard, and had his spirit broken and crawled off into a hole like a dog, to die as soon as he could manage it. Or I could be the story of a man who rode high and fell hard, and then got up defiant, and walked away in a new direction.”

Kim Stanley Robinson book The Years of Rice and Salt

Book 4: "The Alchemist", § 11
The Years of Rice and Salt (2002)

People, Dogs, Boy

“This report summarizes the activities of the M. I. T. Computer-Aided Design (CAD) Project from 1 December 1959 through 3 May 1967 in the development of a generalized 'system of software systems' for generating specialized problem-solving systems using high-level language techniques and advanced computer graphics. Known as the AED Approach (for Automated Engineering Design) the Project results are applicable not only to mechanical design, as an extension of earlier development of the APT System for numerical control, but to arbitrary scientific, engineering, management, and production systems as well.”

Douglas T. Ross (1929–2007) American computer scientist

D.T. Ross & John Erwin Ward (1968). Investigations in computer-aided design for numerically controlled production http://dspace.mit.edu/bitstream/handle/1721.1/755/FR-0351-19563962.pdf?sequence=1. Electronic Systems Laboratory, Electrical Engineering Dept., Massachusetts Institute of Technology. p. iii Abstract.

Problem

“The writer feels that management is also destined to become more of an art, and that many of the, elements which are now believed to be outside the field of exact knowledge will soon be standardized tabulated, accepted, and used, as are now many of the elements of engineering.”

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

Source: Shop Management, 1903, p. 1373.

Art, Feeling, Knowledge

“(In 1985, Jordan broke his foot and the management, namely Jerry Krause, wanted to limit his return for fear of worsening the injury - the idea was to play seven minutes in each half) The [Bulls] came up with this whole theory you can play seven minutes a game when I'm practicing two hours a day… I didn’t agree with that math. I wanted to play. I wanted to make the playoffs. […] Jerry [Reinsdorf] said, "Let me ask if you had a headache and" - there was a 10 percent chance then I’d reinjure my ankle - "and you've got 10 tablets and one of them is coated with cyanide, would you take it?" I looked at him and said, "How bad is the headache?" Jerry looked at me and said, "I guess that's a good answer, you can go back and play."”

Michael Jordan (1963) American retired professional basketball player and businessman

Hall of Fame induction address, 2009 http://www.nba.com/bulls/news/jordanhof_speech_090912.html

Fear, Game, Idea, Chance

“The history of organization theory contrasts with the history of managerial thought. When people began to compose texts about organized activities, between 2,000 and 3,000 years before the Christian era (BCE), they focused on managerial practices rather than on organizations as such. Several writers proposed general principles for managerial practice before 1000 BCE, so one can say that theories about managing have existed for at least 3000 years. However, these writings often said nothing about the organizational contexts in which managing was to occur. When the writers did make statements about organizations, they did not generalize. They wrote about specific organizations.”

William H. Starbuck (1934) American academic

Source: "The Origins of Organizational Theory," 2005, p. 143

People, History

“Engineering has long been conceded a place as one of the modern arts, and has become a well-defined science, with a large and growing literature of its own, and of late years has subdivided itself into numerous and distinct divisions, one of which is that of mechanical engineering. It will probably not be disputed that the matter of shop management is of equal importance with that of engineering, as affecting the successful conduct of most, if not all, of our great industrial establishments, and that the management of works has become a matter of such great and far-reaching importance as perhaps to justify its classification also as one of the modern arts.”

Henry R. Towne (1844–1924) American engineer

Source: "The Engineer as an Economist," 1886, p. 428-9

Art, Literature, Science, Success

“Believe me, I am still very surprised that I managed to make that film [Close-Up]. When I actually look back on that film, I really feel that I was not the director but instead just a member of the audience. Because the film made itself, to a large extent. The characters involved were very real, I wasn't directing the actors so much as being directed by them. So it was a very particular film.”

Abbas Kiarostami (1940–2016) Iranian film director, screenwriter, photographer and film producer

https://www.theguardian.com/film/2005/apr/28/hayfilmfestival2005.guardianhayfestival

Feeling

“Perhaps most important of the theoretical movements now influencing American administrative study is scientific management. At the level of technique or procedure, borrowing from and liaison with scientific management will undoubtedly continue. Although some doctrines, such as "pure theory of organization," have already affected public administration, how influential other theoretical aspects of scientific management will be remains to be seen. In its "democratic" or "anarchistic" doctrines, conceivably, there is enough force to reconstruct present patterns of administrative thought, at least if conditions become favorable.”

Dwight Waldo (1913–2000) American political scientist

Source: The Administrative State, 1948, p. 209

Study

“We want to learn from the west about science and technology and how to manage the economy, but this must be combined with specific conditions here. That's how we have made great progress in the last twenty years.”

Jiang Zemin (1926) former General Secretary of the Communist Party of China

As quoted in "Jiang Zemin Talks With Wallace" https://web.archive.org/web/20140306052558/http://www.cbsnews.com/news/jiang-zemin-talks-with-wallace/ (August 2000), CBS. 2000s

Learning, Science

“The great stoic Seneca repeatedly urged his fellow Romans to retire in order to “find themselves,” as we might put it. In the Renaissance, as in ancient Rome, it was part of the well-managed life. You had your period of civic business, then you withdrew to discover what life was really about and to being the long process of preparing for death. Montaigne developed reservations about the second part of this, but there is no doubt about his interest in contemplating life. He wrote: “Let us cut loose from all the ties that bind us to others; let us win from ourselves the power to live really alone and to live that way at our ease.””

Sarah Bakewell book How to Live

Source: How to Live, or, A Life of Montaigne in one Question and Twenty Attempts at an Answer (2010), p. 29.

Life, Death, Way, Business

“Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort.”

Daniel A. Wren (1932) American business theorist

Daniel A. Wren, "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87.03 (2013): 515-543 : Article abstract

Effort, Science

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 5-6

People, Age, Knowledge, Time

“The analogy between management and engineering has the unwholesome effect of taking management one further step away from governance. Engineering, like science, music, and theology, knows no national boundaries, and this is why scientists, artists, and theologians— often to their credit— make statesmen uneasy. Such men and women operate from a different normative base from those who govern. Despite the salience of the NAFTAs, the WTOs, and the EUs of this world, governing remains overwhelmingly the business of nation-states.”

John Rohr (1934–2011) American political scientist

Source: Civil servants and their constitutions, 2002, p. ix

Women, Men, World, Music

“Operations research has many precursors and allied fields, including Taylorism (after Frederick W. Taylor), scientific management and management science, industrial engineering and systems analysis. As one early textbook explained, the roots of OR "are as old as science and the management function. Its name dates back only to 1940" (Churchman et al. 1957: 3). Certainly its practitioners have expended much energy and ink in search of an acceptable definition of OR. Morse tried unsuccessfully to halt the debate by declaring OR to be 'the activity carried on by members of the Operations Research Society' (Morse 1953: 159) But his colleagues were not so easily dissuaded from debate. Much of the concern with definition focused on the sometimes elusive distinctions between OR and neighbouring fields; the attempt to define, or redefine, OR was also born of the desire to allow the subject to evolve beyond the orthodoxy of wartime experience. Crucial considerations included the balance between model and application, and the complexity of the mathematics involved.”

Ivor Grattan-Guinness (1941–2014) Historian of mathematics and logic

Source: Companion encyclopedia of the history and philosophy of the mathematical sciences (2003), p. 841.

Search, Mathematics, Science

“Nothing in finance is more fatuous and harmful, in our opinion, than the firmly established attitude of common stock investors regarding questions of corporate management. That attitude is summed up in the phrase: "If you don't like the management, sell your stock." […] The public owners seem to have abdicated all claim to control over the paid superintendents of their property”

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. 18

Question

“Because of these rulers’ oppressive behavior towards God’s guests, the world of Islam must fundamentally reconsider the management of the two holy places and the issue of hajj. Negligence in this regard will confront the Islamic Ummah with more serious problems in the future.”

Ali Khamenei (1939) Iranian Shiite faqih, Marja' and official independent islamic leader

2016, Hajj hijacked by oppressors, Muslims should reconsider management of Hajj (September 2015)

God, World, Behavior, Problem

“Lor bless ye, yes! These critters ain't like white folks, you know; they gets over things, only manage right. Now, they say," said Haley, assuming a candid and confidential air, "that this kind o' trade is hardening to the feelings; but I never found it so. Fact is, I never could do things up the way some fellers manage the business. I've seen 'em as would pull a woman's child out of her arms, and set him up to sell, and she screechin' like mad all the time; — very bad policy — damages the article — makes 'em quite unfit for service sometimes. I knew a real handsome gal once, in Orleans, as was entirely ruined by this sort o' handling. The fellow that was trading for her didn't want her baby; and she was one of your real high sort, when her blood was up. I tell you, she squeezed up her child in her arms, and talked, and went on real awful. It kinder makes my blood run cold to think of 't; and when they carried off the child, and locked her up, she jest went ravin' mad, and died in a week. Clear waste, sir, of a thousand dollars, just for want of management, — there's where 't is. It's always best to do the humane thing, sir; that's been my experience.”

Harriet Beecher Stowe book Uncle Tom's Cabin

And the trader leaned back in his chair, and folded his arm, with an air of virtuous decision, apparently considering himself a second Wilberforce.
Source: Uncle Tom's Cabin (1852), Ch. 1 In Which the Reader Is Introduced to a Man of Humanity

Way, Feeling, Business, Thinking

“He is extremely intelligent and has a great sense of responsibility. I've seen, in the past few years, he has managed several crises with extreme dignity and wisdom.”

John Elkann (1976) Italian businessman

Henry Kissinger, "Interview: All In The Family" http://www.time.com/time/europe/magazine/article/0,13005,901060703-1207766-2,00.html, Time Magazine, 06-25-2006 About

Wisdom, Intelligence, Sense, Past

“My first memories are of the early '60s at mount road which was then an emerging area. We were a close-knit family and the four of us -- Dipti, Nina, Anil and I -- were left to do what we wanted. There were boundaries, of course, but within those, we were not micro-managed. Things have changed so much now. When my kids, Isha and Akash, were in the third standard, we behaved as though it was our exam.”

Mukesh Ambani (1957) Indian business magnate

Always invest in businesses of the future and in talent

Family, Memory, Change

“In business the 80/20 principle is behind any innovation, any extra value. It is an entrepreneurial principle, a formula for value creation utilized not only by entrepreneurs, but by most managers and organizations.”

Richard Koch (1950) German medical historian and internist

Source: The 80/20 Individual (2003), Chapter: The 80/20 Principle Is at the Heart of Creation

Business

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

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

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

Books, Hope, Art, Knowledge

“Perhaps the most prominent single element in modern scientific management is the task idea. The work of every workman is fully planned out by the management at least one day in advance, and each man receives in most cases complete written instructions, describing in detail the task which he is to accomplish, as well as the means to be used in doing the work. And the work planned in advance in this way constitutes a task which is to be solved, as explained above, not by the workman alone, but in almost all cases by the joint effort of the workman and the management. This task specifies not only what is to be done but how it is to be done and the exact time allowed for doing it.”

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

Source: Principles of Scientific Management, 1911, p. 39.

Way, Idea, Effort, Time

“One woman came to me recently, since this happened, and described that she needs contraception to prevent seizures. So she has several seizures a month if she doesn't have contraception to balance her hormones. And that's just an incredible intrusion on her life, her ability to manage her daily affairs, if she doesn't have access to that medical prescription. So that's one of the huge impacts.”

Sandra Fluke (1981) American women's rights activist and lawyer

Sandra Fluke, (February 23, 2012). "Sandra Fluke responds to Nationwide Campaign Against Contraceptives", United States House of Representatives, House Democratic Steering and Policy Committee. Sandra Fluke answering a question from Congressman Elijah Cummings as part of her Congressional testimony, as given at C-SPAN http://www.youtube.com/watch?v=RjhfUuW8Vgo&list=UUXSlyao4qkUFiPqghptHtZA. U.S. Congressional testimony (February 23, 2012)

Life

“Public administration as an American profession originated in the early twentieth century with urban reformers advocating the application of scientific and business practices to rehabilitate corrupt city governments. That approach transformed governance in the United States but also guaranteed recurrent debate over the proper role of public administrators, who must balance the often contradictory demands of efficiency and politically defined notions of the public good. Currently the business approach holds sway. Legitimated by Al Gore's National Performance Review, the New Public Management movement promotes entrepreneurs over civil servants, performance over process, decentralization over centralization, and flexibility over rules. John Rohr demurs, arguing that the movement goes too far in downplaying the distinctively American challenges arising from the separated powers principle. Consequently, the NPM alienates public management from its natural home -- a nation-state established within a constitutional order.”

John Rohr (1934–2011) American political scientist

Abstract
Civil servants and their constitutions, 2002

Home, Business, Nature

“Thanks to the plan and clear vision, we managed to bring this people from dictatorship into democracy, without any bloodshed. Thanks to the plan and firm vision, we may show this country a way out form the biggest economic misery ever suffered by a European county, and into economic prosperity. But the vision is vital at all times. You should always ask yourself where you are heading to. Not only whether I am running fast, or spending energy, but whether I know which the goal I want to achieve is.”

Zoran Đinđić (1952–2003) Serbian politician

From Zoran Djindjic's speech at Democratic Party's Assembly, 04.10.2001.

People, Way, Democracy, Suffering

“[[Management] has authority only as long as it performs.”

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

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 301

“We shall support vigorously the principle that no country has the right to impose its will or rule on another by force.
We shall continue, in this era of negotiation, to work for the limitation of nuclear arms, and to reduce the danger of confrontation between the great powers.
We shall do our share in defending peace and freedom in the world. But we shall expect others to do their share.
The time has passed when America will make every other nation's conflict our own, or make every other nation's future our responsibility, or presume to tell the people of other nations how to manage their own affairs.”

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

1970s, Second Inaugural Address (1973)

People, World, Peace, Support

“Management makes a system work. It helps you do what you know how to do. Leadership builds systems or transforms old ones. It takes you into territory that is new and less well known, or even completely unknown to you.”

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

Source: Leading Change, 1996, p. 5 (in 2013 edition)

Help

“Reengineering has captured the imagination of managers and shareholders alike, sending corporations on journeys of radical business redesign that have already begun to transfigure global industry. Yet aside from earning them improvements in their business performance, the shift into more-process-centered organizations is causing fundamental changes in the corporate world, changes that business leaders are only now beginning to understand. What will the revolutions final legacy be?”

Michael Hammer (1948–2008) American academic

Book abstract.
Beyond reengineering, 1990

World, Imagination, Understanding, Business

“Marketing management is the analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.”

Philip Kotler (1931) American marketing author, consultant and professor

Philip Kotler (1993), as cited in: Gerald A. Cole (2003), Strategic Management, p. 131

“Local economic independence cannot be preserved in the face of consolidations such as we have had during the past few years. The control of American business is steadily being transferred, I am sorry to have to say, from local communities to a few large cities in which central managers decide the policies and the fate of the far-flung enterprises they control. Millions of people depend helplessly on their judgment. Through monopolistic mergers the people are losing power to direct their own economic welfare. When they lose the power to direct their economic welfare, they also lose the means to direct their political future.”

Estes Kefauver (1903–1963) American politician

Senate Hearing, 1947, reported in Michael J. Sandel, Democracy's Discontent: America in Search of a Public Philosophy (1998), p. 243.

Fate, People, Communication, Business

“The ultimate impact of the liberal arts on the art of management, then, is a major contribution to the evolution of an ethical and humanistic capitalism -- a system that stimulates innovation, fosters excellence, enriches society, and dignifies work.”

Roger Smith (executive) (1925–2007) CEO

As cited in: G. Page West, Elizabeth J. Gatewood, Kelly G. Shaver (2009) Handbook of University-wide Entrepreneurship Education. p. 225.
The liberal arts and the art of management (1987)

Art

“Any artist worth his salt thinks music far more than he practices. Practice divides the mind between music and the mechanics of managing hands and feet. Inward hearing has its roots in musical thought.”

Benno Moiseiwitsch (1890–1963) British musician

Playing in the Grand Style (1950)

Music, Thinking

“If there is any one principle dearer and more sacred than all others in free governments, it is that which asserts the exclusive right of a free people to form and adopt their own fundamental law, and to manage and regulate their own internal affairs and domestic institutions.”

Stephen A. Douglas (1813–1861) American politician

Speech in Chicago, Illinois http://www.bartleby.com/251/1002.html (9 July 1858) 1850s

People, Law

“But the fact is I don’t care. I haven’t cared since I came here, and I will continue not to care until I leave. With as much of Ambergris smoldering behind me as I can manage.”

Jeff VanderMeer book Finch

Source: Finch (2009), p. 122

“In developped countries, successive governments have always acted like firemen putting out fires instead of architects designing new buildings. The tax loopholes they have created are responses to emotions provoked by a given event, or an attempt to ease social tension caused by taxpayer exasperation (and/or reflecting their power). Any rational global management policy must satisfy two imperatives: simplicity; and stability.”

Éric Pichet (1960) economist

General Theory of Social and Tax Expenditures and Proposals for Recasting the French System of Tax 'Loopholes' https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2841200 Article in Revue de Droit Fiscal n36 (2016). Tax policy, Tax and Social Expenditures

Success, Country

“Not only did Lenin oppose direct workers' control within a matter of weeks after the decree of November 14, even union control came to an end shortly after it had been established. Bu the summer of 1918, almost all of Russian industry had been placed under bourgeois forms of management.”

Murray Bookchin (1921–2006) American libertarian socialist author, orator, and philosopher

Listen, Marxist!

Summer

“In the unexamined American Dream rhetoric promoting mass higher education in the nation of my youth, the implicit vision was that one day everyone, or at least practically everyone, would be a manager or a professional. We would use the most elitist of all means, scholarship, toward the most egalitarian of ends. We would all become chiefs; hardly anyone would be left a mere Indian.”

William A. Henry III (1950–1994) American critic

In Defense of Elitism

Youth, Education, Dreams

“What we term virtues are often but a mass of various actions and diverse interests, which fortune or our own industry manage to arrange; and it is not always from valour or from chastity that men are brave, and women chaste.”

François de La Rochefoucauld book Reflections; or Sentences and Moral Maxims

Ce que nous prenons pour des vertus n'est souvent qu'un assemblage de diverses actions et de divers intérêts, que la fortune ou notre industrie savent arranger; et ce n'est pas toujours par valeur et par chasteté que les hommes sont vaillants, et que les femmes sont chastes.
Maxim 1.
Reflections; or Sentences and Moral Maxims (1665–1678)

Women, Men

“For the most part, these are not new lessons, but lessons learned in different circumstances and surroundings. The fact that they are not new is of course a lesson in itself — we must continually strive to benefit from past experiences and structure our management so that past related experience can be brought to bear on current problems.”

John H. Disher (1921–1988) American aeronautical engineer and NASA manager

"Skylab Lessons Learned" (22 September 1975) at NASA Office of Logic Design http://klabs.org/richcontent/Misc_Content/AGC_And_History/Skylab/Skylab_Disher.htm

Problem, Learning, Past, Parting

“The groups are not unified under any single authoritiy but rather relate to each other in a network structure. Social forums, affinity groups, and other forms of democratic decision-making are the basis of the movements, and they manage to act together based on what they have in common. … These globalization protest movements are obviously limited in many regards. First of all, although their vision and desire is global in scope, they have thus far only involved significant numbers in North America and Europe. Second, so long, as they remain merely protests movements, traveling from one summit meeting to the next, they will be incapable of becoming a foundational struggle and of articulating an alternative to social relations. These limitations may only be temporary obstacles, and the movements may discover ways to overcome them.”

Antonio Negri book Multitude: War and Democracy in the Age of Empire

86-87
Multitude: War and Democracy in the Age of Empire

Way, Travel, Decision

“The American child is a highly intelligent human being — characteristically sensitive, humorous, open-minded, eager to learn, and has a strong sense of excitement, energy, and healthy curiosity about the world in which he lives. Lucky indeed is the grown-up who manages to carry these same characteristics into adult life. It usually makes for a happy and successful individual.”

Walt Disney (1901–1966) American film producer and businessman

Deeds Rather Than Words (1963)

Life, Happiness, World, Intelligence

“3064. Be not always hot, and hasty in managing thy Affairs. Prudent Pauses forward Business : There is sometimes more Skill shewed by a Physician in not Prescribing, than in Prescribing. And there is no better Remedy for some Diseases, than to let them alone : for unseasonable meddling with them, may hinder their proceeding to a Crisis, and at long Run they will mend of themselves.”

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

Introductio ad prudentiam: Part II (1727)

Disease, Business

“Nelson’s challenge was that he was outnumbered. His strategy was to risk his lead ships in order to break the coherence of his enemy’s fleet. With coherence lost, he judged, the more experienced English captains would come out on top in the ensuing melee. Good strategy almost always looks this simple and obvious and does not take a thick deck of PowerPoint slides to explain. It does not pop out of some "strategic management" tool, matrix, chart, triangle, or fill-in-the-blanks scheme. Instead, a talented leader identifi es the one or two critical issues in the situation—the pivot points that can multiply the effectiveness of effort—and then focuses and concentrates action and resources on them.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 1-2

Effort

“I think when something's over, events have a way of conspiring to make you realise that it's over. As cryptic as that sounds, it's true. Things would happen and I'd be like, Am I going to have to deal with this for the rest of my life? And it was a very, very emotional band. It's in the music. The relationship between me and Morrissey was very emotional. It wasn't volatile in that we would row or anything like that, but it was so intense that if rocked slightly it would be a big deal. Was the lack of a manager important? Massively, I think. I was nursemaiding people when I needed nursemaiding myself. And I couldn't see where we were going to go in the near future musically without repeating ourselves and not being as good.”

Johnny Marr (1963) musician

from "Trouble at Mill" by John Harris, Mojo (April 2001).

Life, People, Music, Way

“We are now entering upon an important period of our development as a State. Our infancy as a Territorial Government has passed into history. Our early struggle as a young State of the Union has already turned the point of successful trial, and we now stand in the threshold of coming strength and power. With a territory ranking among the largest of the sisterhood, with a soil equal to the best, and a climate of a salubrity and healthfulness enjoyed by none other, with resources for the employment of industry of great variety and extent, it would seem difficult to predict for Oregon anything short of a most successful career. In fact, with a creditable management of public affairs, nothing stands in the way of our prosperity.”

La Fayette Grover (1823–1911) American politician

La Fayette Grover (September 14, 1870). Governor LaFayette Grover - Inaugural Address, 1870 http://records.sos.state.or.us/ORSOSWebDrawer/Recordpdf/6777835. Oregon State Archives, Oregon Secretary of State. Source: Inaugural Address of Gov. LaFayette Grover to the Legislative Assembly September 14, 1870, Salem, Oregon, T. Patterson, State Printer, 1870.

Health, Way, History, Success

“In my opinion a system of operations, to be efficient and successful, should be such as to give to the principal and responsible head of the running department a complete daily history of details in all their minutiae. Without such supervision, the procurement of a satisfactory annual statement must be regarded as extremely problematical. The fact that dividends are earned without such control, does not disprove the position, as in many cases the extraordinarily remunerative nature of an enterprise may ensure satisfactory returns under the most loose and inefficient management.
It may be proper here to remark, that in consequence of that want of adaptation before alluded to, we cannot avail ourselves to any great extent of the plan of organization of shorter lines in framing one for this, nor have we any precedent or experience upon which we can fully rely in doing so. Under these circumstances, it will scarcely be expected that we can at once adopt any plan of operations which will not require amendment and a reasonable time to prove its worth. A few general principles, however, may be regarded as settled and necessary in its formation, amongst which are:”

Daniel McCallum (1815–1878) Canadian engineer and early organizational theorist

Report of the Superintendent of the New York and Erie Railroad to the Stockholders (1856)

History, Nature, Time, Success

“Frequently I am asked if I will take my life when I have a terminal illness. My answer is: "I'll wait and see." If my dying is bearable, the pain well managed, and my self-control and dignity are not damaged, then I shall hang on and die naturally. But if I am one of the unlucky few who suffer abysmally, then I shall make a quick exit. This book is intended for readers who think much the same as me.”

Derek Humphry book Final Exit

"Introduction", p. XX
Final Exit

Life, Pain, Books, Nature

“Electronic management as a political issue can be approached in several ways. I propose, at the beginning of this public consultation, to approach the issue as one of political ecology. Ecology, during the last ten years, has acquired a new meaning. It is still the name for a branch of professional biology, but the term now increasingly serves as the label under which a broad, politically organized general public analyzes and influences technical decisions.”

Ivan Illich (1926–2002) austrian philosopher and theologist

Silence is a Commons (1982)

Way, Decision

“Common sense suggests that some factors in a [risk management] process are more important than others — and analysis supports this. In reality, only 20 percent of activities. In reality, only 20 percent of activities may account for up to 80 percent of results. This is known as Pareto's law, the “80/20 rule”…Pareto's law concentrates on the significant 20 percent and gives the less important 80 percent lower priority.”

Robert Heller (1932–2012) British magician

as cited in: William G. Ramroth, Jr. (2007) Risk Management for Design Professionals. p. 53
Making Decisions, (1998)

Law, Support, Reality, Sense

“This Sunday, for some reason, I had not gone to Church. All the rest of the house-party had gone and there was no one in the house but myself and the servants. I was sitting in the drawing-room reading. The door opened and in walked a tall man dressed in European clothes (very well cut, I remember) but with a turban on his head. He came in and sat down beside me. I was so petrified at the sight of the turban that I could not make a sound or ask what he was doing there. Then he started to talk. He told me there was some work that it was planned that I could do in the world but that it would entail my changing my disposition very considerably; I would have to give up being such an unpleasant little girl and must try and get some measure of self-control. My future usefulness to Him and to the world was dependent upon how I handled myself and the changes I could manage to make. He said that if I could achieve real self-control I could then be trusted and that I would travel all over the world and visit many countries, "doing your Master's work all the time." Those words have rung in my ears ever since. He emphasised that it all depended upon me…”

Alice A. Bailey (1880–1949) esoteric, theosophist, writer

Source: The Unfinished Autobiography (1951), Chapter I, Part 2

World, Travel, Girl, Change

“I claim that the central goal of managers in the past hundred years has been to make sure their firms survived. To promote survival they proposed various forms of control, both inside and outside the firm. Internally, control was oriented to ensuring that organizational resources were deployed so that top management could be confident that their directives were being executed. Externally, this control was oriented toward establishing stable relations between competitors to promote the survival of their organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 5

Confidence, Past

“Regardless of your opinion at the beginning of this war, isn't it now abundantly obvious that the way this war has been managed by the administration has gotten us into very serious trouble? Wouldn't we be better off with a new President who hasn't burned his bridges to our allies, and who can rebuild respect for America in the world? Isn't cooperation with other nations crucial to solving our dilemma in Iraq? Isn't it also critical to defeating the terrorists?”

Al Gore (1948) 45th Vice President of the United States

Quotes, DNC Address (2004)

War, World, Way

“[Strategic account management programs include] special activities… such as pricing, products, services, distribution, and information sharing’ and that they involve ‘in addition to marketing and sales, functional groups such as manufacturing, research and development, and finance.”

Christian Homburg (1962) German academic

Source: "A configurational perspective on key account management", 2002, p. 40-42; as cited in Storbacka (2007)

“Harry Dresden: The U. S. isn’t a perfect place, but it’s better than most people have managed to come up with. And all my stuff is there.”

Jim Butcher The Dresden Files

Source: The Dresden Files, Turn Coat (2009), Chapter 28

People, Perfection

“Dhoni is a very smart man and intelligent captain and manages his resources perfectly. India is blessed to have someone as level-headed as him at the helm.”

MS Dhoni (1981) Indian cricket player

Shoaib Akhtar https://www.scoopwhoop.com/sports/dhoni-quotes/

Intelligence

“Marketing Management: A Contemporary Perspective provides a fresh new perspective on marketing from some of the leading researchers in Europe. The book offers students and practitioners the comprehensive coverage they need to make the right decisions to create and implement highly successful marketing strategies. This exciting new book combines scholarly international research with relevant and contemporary examples from markets and brands across the world.
The authors combine their experience as researchers and industry consultants to provide the conceptual and theoretical underpinning of marketing and empirical research, helping students to understand how marketing concepts can be applied and implemented. The book covers a full range of industries including business-to-customer, business-to-business, services marketing, retailing and international marketing from companies around the globe.”

Christian Homburg (1962) German academic

Abstract 2009 edition.
Marketing management: A contemporary perspective, 2003

Books, World, Understanding, Business

“The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate”

Robert L. Kahn (1918–2019) American psychologist

Daniel Katz & Robert L. Kahn (1966) The Social Psychology of Organizations, p. 300

Exercises, Appearance

“All I saw was the dame standing there in the glare of the headlights waving her arms like a huge puppet and the curse I spit out filled the car and my own ears. I wrenched the wheel over, felt the rear end start to slide, brought it out with a splash of power and almost ran up the side of a cliff as the car fishtailed. The brakes bit in, gouging a furrow in the shoulder, then jumped to the pavement and held.
Somehow I had managed a sweeping curve around the babe. For a few seconds she had been living on stolen time because instead of getting out of the way she had tried to stay in the beam of the headlights. I sat there and let myself shake. The butt that had fallen out of my mouth had burned a hole in the leg of my pants and I flipped it out the window. The stink of burned rubber and brake lining hung in the air like smoke and I was thinking of every damn thing I ever wanted to say to a hairbrained woman so I could have it ready when I got my hands on her.
That was as far as I got. She was there in the car beside me, the door slammed shut and she said, "Thanks, mister."”

Mickey Spillane (1918–2006) American writer

Kiss Me Deadly (1952)

Cars, Way, Thinking, Time

“To want a job that exercises a man’s capacities in an enterprise useful to society, is utopian anarcho-syndicalism; it is labor invading the domain of management. No labor leader has entertained such a thought in our generation. Management has the “sole prerogative” to determine the products.”

Paul Goodman book Growing Up Absurd

Source: Growing Up Absurd (1956), p. 37.

Exercises

“Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor's 'scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.”

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

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 181

History, Study, Science, Dead

“There are two ways of confronting the country's problems. One is through a management style based on adventurism, instability, play-acting, exaggerations, wrongdoing, being secretive, self-importance, superficiality and ignoring the law. The second way is based on realism, respect, openness, collective wisdom and avoiding extremism.”

Mir-Hossein Mousavi (1941) Iranian politician and architect

As quoted in "Ahmadinejad lashes out at Iran's ex-presidents", CNN (4 June 2009) http://www.cnn.com/2009/WORLD/meast/06/03/iran.election.debate/index.html

Wisdom, Secret, Law, Way

“I’m proud of what we achieved at Yahoo. That said, we had a quickly decaying legacy business. All we really managed to do was offset the declines.”

Marissa Mayer (1975) American business executive and engineer, former ceo of Yahoo!

The New York Times: "Marissa Mayer Is Still Here" https://www.nytimes.com/2018/04/18/business/marissa-mayer-corner-office.html (18 April 2018)

Business

“If you are born into a poor family, if you are a woman you have seen the worst of poverty. In a cultural way in the families in Bangladesh it's the women who eats last. So if you have a scarcity in the family … she misses out so everything comes in the raw deal for her. So, given a chance she works very hard to make a change to improve her life. And by training she is the most efficient manager of scarce resources. Because with the little resource she has, she has to stretch it as much as she can to look after the children, look after the family and everything else.. unlike men - men want to enjoy right away. Whatever he got, whatever tiny bit of thing he got he doesn't care for much what's coming up.”

Muhammad Yunus (1940) Bangladeshi banker, economist and Nobel Peace Prize recipient

"Interview with Prof. Muhammad Yunus" Australian Broadcasting Corporation (25 March 1997)

Life, Women, Men, Children

“The worker must recognize that the welfare of employer and employed are not antagonistic, but complementary and inclusive, and that each position brings its duties and its rights. Thus the workers are led, not driven, and each consciously co-operates with the management in working for a common end.”

Edward Cadbury (1873–1948) British businessman

Source: Experiments in industrial organization (1912), p. 69; Partly cited in: Felix Behling et al. (2015; 194)

Quotes about management page 12

Quotes about management
page 12