Quotes about management
page 16

“Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing,, directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them.”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1968 edition)

People, Way

“Is marketing management an art or a science? Some marketing observers maintain that good marketing is more of an art and does not lend itself to rigorous analysis and deliberation. Others strongly disagree and contend that marketing management is a highly disciplined enterprise that has much in common with other business disciplines.”

Kevin Lane Keller (1956) American business theorist

Philip Kotler, Kevin Lane Keller, Mairead Brady, Malcolm Goodman & Torben Hansen. (2009). Marketing Management. p. 819

Art, Business, Science

““On Wednesday, the 20th of Jamadi-ul Awwal in AH 698 (23 February, 1299), the Sultan sent an order to the manager of the armed forces for despatching the army of Islam to Gujarat so that the temple of Somnat on its shore could be destroyed. Ulugh Khan was put in charge of the expedition. When the royal army reached that province, it won a victory after great slaughter. Thereafter the Khan-i-‘Ãzam went with his army to the sea-shore and besieged Somnat which was a place of worship for the Hindus. The army of Islam broke the idols and the biggest idol was sent to the court of the Sultan.”70”

Amir Khusrow (1253–1325) Indian poet, writer, musician and scholar

About Sultan ‘Alau’d-Din Khalji (AD 1296-1316) and his generals conquests in Somnath (Gujarat) S.A.A. Rizvi, Khalji Kalina Bharata, Aligarh, 1955, pp. 159
Khazainu’l-Futuh

Victory, Sea

“Psychology of Management, as here used, means, the effect of the mind that is directing work upon that work which is directed, and the effect of this undirected and directed work upon the mind of the worker.”

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

Source: Psychology of management, 1914, p. 1

“The development of the Model Driven Architecture (MDA) standards by the Object Management Group”

Grady Booch (1955) American software engineer

OMG
The Limits of Software

“We have no architecture to work from at all; indeed, we have not even settled the point de depart… our art… is domestic, and… the best way of advancing its progress is to do our best in our own houses… if we once manage to obtain a large amount of art and colour in our sitting-rooms… the improvement may gradually extend to our costume, and perhaps eventually to the architecture of our houses.”

William Burges (1827–1881) English architect

Source: Art applied to industry: a series of lectures, 1865, p. 91-92; Cited in: "William Burges 1827-1881 London Architect" in: In Pursuit of Beauty: Americans and the Aesthetic Movement http://books.google.com/books?id=56F8Qv96FzwC&pg=PA406. Metropolitan Museum of Art, 1 jan. 1986. p. 405

Art, Way, Housing

“…what I mean by Socialism is a condition of society in which there should be neither rich nor poor, neither master nor master's man, neither idle nor overworked, neither brainslack brain workers, nor heartsick hand workers, in a word, in which all men would be living in equality of condition, and would manage their affairs unwastefully, and with the full consciousness that harm to one would mean harm to all—the realisation at last of the meaning of the word commonwealth.”

William Morris (1834–1896) author, designer, and craftsman

Why I Am A Socialist (1884).

Men

“To err is human; to manage error is system.”

Kevin Kelly (1952) American author and editor

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

Error

“In retrospect I must say that being a manager or being a priest I don't really know if there's that much of a difference, right, it's all about guiding lost souls.”

Corinna Cortes (1961) computer scientist

At Women Techmakers Summit: NY - My Personal Story, and My Work at Google Research with Corinna Cortes https://www.youtube.com/watch?v=dVIIib1OON4 6:13. Reflecting on her own educational background.

Soul

“Since the advent of civilization, the outgrowth of property has been so immense, its forms so diversified, its uses so expanding and its management so intelligent in the interests of its owners, that it has become, on the part of the people, an unmanageable power. The human mind stands bewildered in the presence of its own creation. The time will come, nevertheless, when human intelligence will rise to the mastery over property, and define the relations of the state to the property it protects, as well as the obligations and the limits of the rights of its owners. The interests of society are paramount to individual interests, and the two must be brought into just and harmonious relations. A mere property career is not the final destiny of mankind, if progress is to be the law of the future as it has been of the past. The time which has passed away since civilization began is but a fragment of the past duration of man’s existence; and but a fragment of the ages yet to come. The dissolution of society bids fair to become the termination of a career of which property is the end and aim; because such a career contains the elements of self-destruction. Democracy in government, brotherhood in society, equality in rights and privileges, and universal education, foreshadow the next higher plane of society to which experience, intelligence and knowledge are steadily tending. It will be a revival, in a higher form, of the liberty, equality and fraternity of the ancient gentes.”

Lewis H. Morgan (1818–1881) United States ethnologist

As quoted in Friedrich Engels's Origins of the Family, Private Property, and the State http://www.marxists.org/archive/marx/works/1884/origin-family/ch09.htm

People, Age, Education, Law

“Are we at last brought to such an humiliating and debasing degradation, that we cannot be trusted with arms for our defense? Where is the difference between having our arms in possession and under our direction, and having them under the management of Congress? If our defense be the real object of having those arms, in whose hands can they be trusted with more propriety or equal safety to us, as in our own hands?”

Patrick Henry (1736–1799) attorney, planter, politician and Founding Father of the United States

Speech on the Federal Constitution, Virginia Ratifying Convention (Monday, 9 June 1788), as contained in The Debates in the Several State Conventions on the Adoption of the Federal Constitution: Volume 3, ed. Jonathan Elliot, published by the editor (1836), pp. 168-169
1780s

“Our magnanimous Imam (r. a.) managed to restore our dignity and eliminate the long-standing hegemony of autocracy and colonialism by returning to Islam, by adhering to Islam. He managed to give our people a sense of identity and made them feel that they can stand on their own feet, that they can say "yes" or "no" in the case of essential matters. Our people had been deprived of such things for centuries. It was Islam that gave these things to our people. In any country in any part of the world where the waves of Islamic Awakening are strengthened or started and the people and youth of that country feel that they are moving closer to Islam, there will be this renewed sense of identity and dignity.”

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

Supreme Leader's Speech to Officials on Occasion of Birthday Anniversary of Holy Prophet (s.w.a.) 19/05/2003 http://english.khamenei.ir//index.php?option=com_content&task=view&id=1872&Itemid=4 2003

People, Youth, World, Feeling

“Companies die because their managers focus on the economic activity of producing goods and services, and they forget that their organizations' true nature is that of a community of humans.”

Arie de Geus (1930) Dutch businessman

Source: The Living Company, 1997, p. 3

Communication, Nature, Forgetting

“The great famine of 1994-98 was to a large extent the inviolable result of the policies that Kim Il Sung had pursued for decades. The famine was brought about by Kim Il Sung’s fanatical belief in a hyper-centralized, state-managed agriculture, as well as an excessive reliance on (unacknowledged) foreign aid, not to mention militarization run amok. However, if the mine was planted (unintentionally, of course) by Kim Il Sung, it went off under the rule of his son. Hence, most North Koreans blame Kim Jong Il, rather than his father, for the economic disasters of the 1990s.”

Andrei Lankov (1963) Russian academic

Kim Jong Un's Popularity, Explained (September 2015)

“The troubles of the 20th century are not unlike those of adolescence -- rapid growth beyond the ability of organizations to manage, uncontrollable emotion, and a desperate search for identity. Out of adolescence, however, comes maturity in which physical growth with all its attendant difficulties comes to an end, but in which growth continues in knowledge, in spirit, in community, and in love; it is to this that we look forward as a human race. This goal, once seen with our eyes, will draw our faltering feet toward it.”

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

Kenneth Boulding, 1973, p. 21 as cited in: Donald W. Cole (1983) Conflict resolution technology. p. 5
1970s

Love, Search, Communication, Knowledge

“Herbert Casson was a highly prolific writer on management, with a career as a management guru spanning some four decades. A skilled writer who was also a successful entrepreneur, he used his own experiences and acute observations of the world around him to develop a philosophy of management based on the concept of ‘efficiency’. He published more than seventy books, which by the time of his death had sold more than half a million copies around the world. Something of a maverick, he was never really accepted by the business academic community in either Britain or America. His books were popular and populist, highly entertaining and full of penetrating insight.”

Herbert N. Casson (1869–1951) Canadian journalist and writer

Morgen Witzel (2003), Fifty Key Figures in Management. p. 42

Death, Books, World, Communication

“I managed to fail Arts I, a course that a moderately intelligent amoeba could have passed without special coaching.”

Robert Hughes (1938–2012) Australian critic, historian, writer

Things I Didn't Know (2006)

Art, Intelligence

“The Management of Innovation (1961) [by Tom Burns and George M. Stalker is]… the first major attempt to deal with the nature of organization-environment relations and identify the types of organizational structure and managerial practices that are appropriate for different environmental condition. Introduced the mechanistic-organic polarity (never a dichotomy) to the management lexicon.”

Daniel A. Wren (1932) American business theorist

Source: "Most influential management books of the 20th Century," 2001, p. 224.

Nature

“Marx felt that the job of the proletariat was to be that of the tool. For Marx, the proletariat is ‘the material weapon of philosophy.’ In order to bring the proletariat into line he must first know it, and lean how to manage it. But his contempt for it, his hatred for the ‘petits grands hommes,’ is obvious by his constant referral to ‘the rabble,’ ‘the emigrant scum,’ ‘the rotten emigrant swine,’ ‘the toads.’ Marx asked Engels, “What is this rabble good for if it forgets how to fight?’”

Phillip Abbott Luce (1935–1998)

Source: The Intellectual Student’s Guide to Survival (1968), p. 75

Swine, Fight, Forgetting

“Man's natural life span, 75 to 90 years or so, has not increased. It is the number of us who manage to attain it that has increased.”

Andrew Tobias (1947) American journalist

Source: The Invisible Bankers, Everything The Insurance Industry Never Wanted You To Know (1982), Chapter 12, They Bet Your Life, p. 209.

Life, Nature

“Poisoning rarely happens in a well-managed kitchen.”

C. J. Cherryh book Pretender

Pretender (2005)

“Our slaves till the land, do the coarse and hard labor on our roads and canals, sweep our streets, cook our food, brush our boots, wait on our tables, hold our horses, do all hard work, and fill all menial offices. Your freemen at the North do the same work and fill the same offices. The only difference is, we love our slaves, and we are ready to defend, assist and protect them; you hate and fear your white servants, and never fail, as a moral duty, to screw down their wages to the lowest, and to starve their families, if possible, as evidence of your thrift, economy and management—the only English and Yankee virtues.”

George Fitzhugh (1806–1881) American activist

Source: Cannibals All!, or Slaves Without Masters (1857), p. 320-321

Love, Hate, Fear, Family

“The moral relativists ask: what do you mean by should? Here's how you should act: Act in a way so that things are good for you like they would be for someone you're taking care of. But they have to be good for you in a way that's also good for your family, and they have to be good for you and your family also in a way that's good for society (and maybe even good for the broader environment if you can manage that), so it's balanced at all those levels. And it has to be good for you, your family, and society right now, AND next week, AND next month, AND a year from now, AND ten years from now. It's this harmonious balancing of multiple layers of Being simultaneously, and that's a Darwinian reality, I would say. Your brain is actually attuned to tell you when you are doing that. And the way it tells you is that it reveals that what you're doing is meaningful. That's the sign. Your nervous system is adapted to do this. It's adapted to exist on the edge between order and chaos. Chaos is where things are so complex that you can't handle it, and order is where things are so rigid that it's too restrictive. In between that, there's a place. It's a place that's meaningful. It's where you're partly stabilized, and partly curious. You're operating in a manner that increases your scope of knowledge, so you're inquiring and growing, and at the same time you're stabilizing and renewing you, your family, society, nature; now, next week, next month, and next year. When you have an intimation of meaning, then you know you're there.""Lies and deception destroy people's lives. When they start telling the truth and acting it out, things get a lot better.”

Jordan Peterson (1962) Canadian clinical psychologist, cultural critic, and professor of psychology

Concepts

People, Truth, Family, Way

“For my part I think that capitalism, wisely managed, can probably be made more efficient for attaining economic ends than any alternative system yet in sight, but that in itself it is in many ways extremely objectionable.”

John Maynard Keynes book Essays in Persuasion

Source: Essays in Persuasion (1931), The End of Laissez-faire (1926), Ch. 5

Way, Thinking, Parting

“The software architecture of a system or a family of systems has one of the most significant impacts on the quality of an organization's enterprise architecture. While the design of software systems concentrates on satisfying the functional requirements for a system, the design of the software architecture for systems concentrates on the nonfunctional or quality requirements for systems. These quality requirements are concerns at the enterprise level. The better an organization specifies and characterizes the software architecture for its systems, the better it can characterize and manage its enterprise architecture. By explicitly defining the systems software architectures, an organization will be better able to reflect the priorities and trade-offs that are important to the organization in the software that it builds.”

Scott W. Ambler (1966) Canadian software engineer/consultant/author

James McGovern, Scott W. Ambler and M. E Stevens (2004) A Practical Guide to Enterprise Architecture. p. 35

Family

“The workplace changes being introduced jointly have two basic objectives: (1) to increase the participation and involvement of individuals and informal groups work so as to overcome adversarial relations and increase employee motivation, commitment, and problem-solving potential; and (2) to alter the organization of work so as to simplify work rules, lower costs, and increase flexibility in the management of human resources.”

Thomas A. Kochan (1947) American academic

Source: The transformation of American industrial relations, 1986, p. 147

Motivation, Problem, Change

“The aim of management science is to display the best course of action in a given set of circumstances, and this must include all the circumstances.”

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

Source: Management Science (1968), Chapter 3, Quantified Insight, p. 61.

Science

“The World Wide Web was precisely what we were trying to PREVENT— ever-breaking links, links going outward only, quotes you can't follow to their origins, no version management, no rights management.”

Ted Nelson (1937) American information technologist, philosopher, and sociologist; coined the terms "hypertext" and "hypermedia"

Ted Nelson's Home Page http://xanadu.com.au/ted/XU/XuPageKeio.html (November 17, 1998)

World, Quotes

“It is not unknown to those who know any Thing of publike Affairs, of how great Concernment it is, especially in civill Commotions, for those who are to manage such Transactions, to be furnished with continuall Intelligence from their Correspondents, yet so as to conceal their Councells and Resolutions from the adverse Party. And to this Purpose, in all Ages, much Care and lndustry hath been still used, how in Matters of Consequence, to convey Intelligence safely and secretly to those with whom they hold Correspondence, so as not to bee intercepted by the Enemy, or if intercepted, at least not discovered. And as this is no where of more Concernment, so no where more difficult, than in civill Wars, where the intermingling of opposite Parties makes it difficult, if not impossible, to distinguish Friends and Foes.”

John Wallis (1616–1703) English mathematician

p, 125
An Essay on the Art of Decyphering (1737)

War, Age, Intelligence, Bee

“During and after World War II, a large number of academic economists were exposed directly to business life, and had more or less extensive opportunities to observe how decisions were actually made in business organizations. Moreover, those who became active in the development of the new management science were faced with the necessity of developing decision-making procedures that could actually be applied in practical situations. Surely these trends would be conducive to moving the basic assumptions of economic rationality in the direction of greater realism.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978

Life, War, World, Business

“Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm managers, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. But doing that requires a focus on the big picture.”

Richard L. Daft (1964) American sociologist

Source: The Leadership Experience, 2008, p. 141.

Confidence, Thinking

“It is this detachment, this use of comparison, his faith in the possibility of applying scientific processes of thought to the organisation of industry, which constitute Babbage's unique contribution to the advancement of management. More than half a century before Taylor was to illuminate the same point, with far greater effect because he was a practising engineer, Babbage had stumbled on the underlying truth that there are general principles applicable to the manufacture of products by machinery, and that it is an understanding of these principles rather than the technical knowledge of how to make a particular article which is of the first importance.”

Lyndall Urwick (1891–1983) British management consultant

Vol II. p. 23 as cited in: Hopf (1947).
1940s, The Making Of Scientific Management, 1945

Truth, Faith, Understanding, Knowledge

“Public administration is the management of men and materials in the accomplishment of the purposes of the state.”

Leonard D. White (1891–1958) American historian

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

Men

“41: Some programming languages manage to absorb change, but withstand progress.”

Alan Perlis Epigrams on Programming

Epigrams on Programming, 1982

Change

“There are always “class or prestige” gaps between various levels of management. There are also functional gaps between working units of the organization. If we superimpose the management gaps on top of the functional gaps, we find that companies are made up of small operational islands that refuse to communicate with one another for fear that giving up information may strengthen their opponents. The {[w|project manager}}’s responsibility is to get these islands to communicate cross-functionally toward common goals and objectives.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 4 (2e ed. 1984)

Fear, Communication

“The ingenuity of the average worker is sufficient to outwit any system of controls devised by management.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 12 (in 2006 edition)

“Burning 2000 people took about 24 hours in the five stoves. Usually we could manage to cremate only about 1700 to 1800. We were thus always behind in our cremating because as you can see it was much easier to exterminate by gas than to cremate, which took so much more time and labor.”

Rudolf Höss (1901–1947) German war criminal, commandant of Auschwitz concentration camp

To Leon Goldensohn, April 9, 1946, from "The Nuremberg Interviews" by Leon Goldensohn, Robert Gellately - History - 2004

People, Time

““Mountains, Bruce, mountains,” the manager said.
“Mountains, Bruce, mountains,” Bruce said and gazed.
“Echolalia, Bruce, echolalia,” the manager said. “Echolalia, Bruce—”
“Okay, Bruce,” the manager said, and shut the cabin door behind him, thinking, I believe I’ll put him among the carrots. Or beets. Something simple. Something that won’t puzzle him.”

Philip K. Dick book A Scanner Darkly

Source: A Scanner Darkly (1977), Chapter 17 (p. 273)

Mountain, Thinking

“The goal to be reached is the mind’s insight into what knowing is. Impatience asks for the impossible, wants to reach the goal without the means of getting there. The length of the journey has to be borne with, for every moment is necessary, … because by nothing less could that all-pervading mind ever manage to become conscious of what itself is — for that reason, the individual mind, in the nature of the case, cannot expect by less toil to grasp what its own substance contains.”

Georg Wilhelm Friedrich Hegel book The Phenomenology of Spirit

Preface (J. B. Baillie translation), § 29
The Phenomenology of Spirit (1807)

Nature

“"Fear is a hammer, and when the people are beaten finally to the conviction that their existence hangs by a frayed thread, they will be led where they need to go."
"Which is where?"
"To a responsible future in a properly managed world."”

Dean Koontz book The Good Guy

Conversation between Wentworth and Timothy Carrier
Chapter 63, p. 368
The Good Guy (2007)

People, World, Fear, Future

“Every time I turn on the television and hear a manager from the lower divisions, they’ve usually got a Scottish accent. I don’t know the reason for that but let’s hope it continues. I like the philosophy of Scottish managers, they’ve always got this will to win and this work ethic, which I believe in.”

George Graham (1944) Scottish footballer

Interview, Sport.co.uk, 14 January 2011

Hope, Time

“The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.”

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

Source: Out Of The Crisis (1982), p. 134

World, Dreams, Way, Problem

“Programming in the abstract sense is what I really enjoy. I enjoy lots of different areas of it… I'm taking a great deal of enjoyment writing device drivers for Linux. I could also be having a good time writing a database manager or something because there are always interesting problems.”

John D. Carmack (1970) American computer programmer, engineer, and businessman

Quoted in Bob Colayco, "John Carmack Interview" http://www.firingsquad.com/features/carmack/page3.asp Firing Squad(2000-02-09)

Problem, Sense, Time

“In whatever way you who teach may manage this business, I advise you not to trust too much to the inculcation of creeds and dogmas by words written or spoken.”

George Long (1800–1879) English classical scholar

An Old Man's Thoughts on Many Things, Of Education I

Way, Business

“Whether what you manage is a business, hospital, university department, government agency or even a symphony orchestra or dancing school, we suspect you will find it advisable to try to prepare ahead for what might happen in the future.”

Simon Ramo (1913–2016) Father of the ICBM

Simon Ramo, Ronald Sugar, : A Structured Approach to Shaping the Future of Your Business. (2009), p. 8

School, Business, Universe, Future

“Roughly speaking, I think it's accurate to say that a corporate elite of managers and owners governs the economy and the political system as well, at least in very large measure. The people, so-called, do exercise an occasional choice among those who Marx once called "the rival factions and adventurers of the ruling class."”

Noam Chomsky (1928) american linguist, philosopher and activist

Source: Quotes 1960s-1980s, 1970s, Government in the Future, 1970, p. 146.

People, Exercises, Thinking

“With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company.”

Jim Stanford (1961) Canadian economist

Part 2, Chapter 7, Companies, Owners, and Profit, p. 91
Economics For Everyone (2008)

Business, Success

“You see how few things you have to do to live a satisfying and reverent life? If you can manage this, that's all even the gods can ask of you.”

Marcus Aurelius book Meditations

Hays translation
Thou seest how few be the things, the which if a man has at his command his life flows gently on and is divine.
II, 5
Meditations (c. 121–180 AD), Book II

Life, God

“The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation… The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.”

Vijay Govindarajan (1949) American academic

Vijay Govindarajan, in: Business Week, (2007), p. 176

Hurt

“A number of factors coalesced to make larger and larger firms more economical. The development of new production processes, such as assembly line, means that jobs could be specialized and more work could be accomplished. New technologies and sources of power became readily available. Demographic factors began to favor concentration of production in urban areas. These and other social and political forces require larger amounts of capital, well beyond the scope of most individual owner-manager-employee.”

R. Edward Freeman (1951) American academic

Source: Strategic Management: A Stakeholder Approach, 2007, p. 5

“Those who urge an alliance with Assad cite the example of Joseph Stalin, the Soviet despot who became an ally of Western democracies against Nazi Germany. I never liked historical comparisons and like this one even less. To start with, the Western democracies did not choose Stalin as an ally; he was thrusted upon them by the turn of events. When the Second World War started Stalin was an ally of Hitler thanks to the Molotov-Ribbentrop Pact. The Soviet Union actively participated in the opening phase of the war by invading Poland from the east as the Germans came in from the West. Before that, Stalin had rendered Hitler a big service by eliminating thousands of Polish army officers in The Katyn massacre. Between September 1939 and June 1941, when Hitler invaded the Soviet Union, Stalin was an objective ally of Hitler. Stalin switched sides when he had no choice if he wanted to save his skin. The situation in Syria today is different. There is no alliance of democracies which, thanks to Obama’s enigmatic behavior, lack any strategy in the Middle East. Unlike Stalin, Assad has not switched sides if only because there is no side to switch to. Assad regards ISIS as a tactical ally against other armed opposition groups. This is why Russia is now focusing its air strikes against non-ISIS armed groups opposed to Assad. More importantly, Assad has none of the things that Stalin had to offer the Allies. To start with Stalin could offer the vast expanse of territory controlled by the Soviet Union and capable of swallowing countless German divisions without belching. Field Marshal von Paulus’ one-million man invasion force was but a drop in the ocean of the Soviet landmass. In contrast, Assad has no territorial depth to offer. According to the Iranian General Hossein Hamadani, who was killed in Aleppo, Assad is in nominal control of around 20 percent of the country. Stalin also had an endless supply of cannon fodder, able to ship in millions from the depths of the Urals, Central Asia and Siberia. In contrast, Assad has publicly declared he is running out of soldiers, relying on Hezbollah cannon fodder sent to him by Tehran. If Assad has managed to hang on to part of Syria, it is partly because he has an air force while his opponents do not. But even that advantage has been subject to the law of diminishing returns. Four years of bombing defenseless villages and towns has not changed the balance of power in Assad’s favor. This may be why his Russian backers decided to come and do the bombing themselves. Before, the planes were Russian, the pilots Syrian. Now both planes and pilots are Russian, underlining Assad’s increasing irrelevance. Stalin’s other card, which Assad lacks, consisted of the USSR’s immense natural resources, especially the Azerbaijan oilfields which made sure the Soviet tanks could continue to roll without running out of petrol. Assad in contrast has lost control of Syria’s oilfields and is forced to buy supplies from ISIS or smugglers operating from Turkey. There are other differences between Stalin then and Assad now. Adulated as “the Father of the Nation” Stalin had the last word on all issues. Assad is not in that position. In fact, again according to the late Hamadani in his last interview published by Iranian media, what is left of the Syrian Ba’athist regime is run by a star chamber of shadowy characters who regard Assad as nothing but a figurehead.”

Amir Taheri (1942) Iranian journalist

Opinion: No, Bashar Al-Assad is no Joseph Stalin http://english.aawsat.com/2015/10/article55345413/opinion-no-bashar-al-assad-is-no-joseph-stalin, Ashraq Al-Awsat (16 Oct, 2015).

War, World, Law, Behavior

“With parents like heavy metal rocker Ozzy Osbourne and entertainment impresario/personality Sharon Osbourne, you might have anger management issues, too.”

Kelly Osbourne (1984) English singer-songwriter, actress, television presenter and fashion designer

Baltimore Jewish Times, Jan 30 2009 http://www.jewishtimes.com/index.php/jewishtimes/celebrities/jt/celebrities/kelly_osbourne/ About

Parent, Personality, Anger

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

Akio Morita (1921–1999) Japanese businessman

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

Fate, Feeling

“Companies and leaders who treat knowledge management as just another branch of IT don’t understand how human beings learn and create… Unlike land, capital, energy, labor, and technology — the conventional “inputs” into business practice — knowledge is innately self-renewing. “It is produced and consumed simultaneously. Its value increases with use, rather than being depleted as with industrial goods or commodities. Above all, it is a resource created by humans acting in relationship with one another.”

Ikujiro Nonaka (1935) Japanese business theorist

"The Practical Wisdom of Ikujiro Nonaka," 2008

Understanding, Business, Knowledge, Learning

“I, Lawrence J. Hogan, Jr, Governor of the state of Maryland, by virtue of the authority vested in me by the Constitution and the laws of Maryland, including but not limited to Title 14 and Section 13-702 of the Public Safety Article of the Annotated Code of Maryland, declare that a state of emergency exists in Baltimore City, I call the Maryland National Guard into action and state service and hereby authorize the Maryland Emergency Management Agency or other appropriate state authority, during this emergency period, to engage, deploy, and coordinate available resources.”

Larry Hogan (1956) American politician

" Declaration of Emergency https://governor.maryland.gov/wp-content/uploads/2015/05/EO01.01.2015.16.pdf" (27 April 2015).

Law

“From a management standpoint, it is very important to know how to unleash people's inborn creativity. My concept is that anybody has creative ability, but very few people know how to use it.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 164.

People

“But, in the late twentieth century, it became more important to many leftists to save “Third World” culture, no matter how barbaric, from “neo-colonialism,” than to support equality and democracy. People on the left would defend brutal dictators (Castro, Mao, Pol Pot, Khomeini, et al.) simply because they opposed “Western imperialism.” As a result, all politics that were derived, no matter how loosely, from Marxism, lost credibility, and finally died in 1989. This was naturally a disaster for communists and socialists, but also for social democrats, for they had lost an ideological basis for their idealism. And, without idealism, politics becomes a form of accounting, a management of purely material interests.”

Ian Buruma (1951) Dutch writer and academic

Ian Buruma What’s Left After 1989? http://www.project-syndicate.org/commentary/buruma31

People, World, Democracy, Support

“A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.”

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

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), p. 32

Knowledge, Country

“They are the basic mechanism of control of the external environment available to managers and entrepreneurs. Organizational fields are not generally benign and cooperative arrangements held in place by a sense of duty or honor the rhetoric and ideology of their proponents might lead one to think so. Instead, they are set up to benefit their most powerful members.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 6

Thinking, Sense

“According to Marx, the evolution of capitalism would inevitably lead to the pauperization of the proletariat and then, just as inevitably, to its radicalization. It is interesting that Bento Mussolini arrived at an identical judgment ten years later. Before the outbreak of the first World War, Mussolini had been the closest analogue to Lenin in the European socialist movement, being equally revolutionary and anti-reformist. He was the Lenin of the Italian Socialist Party with the difference that, whereas Mussolini managed to rally behind him a revolutionary majority and expel the reformers, in Russia, Lenin found himself leading a minority and forced to break away from the Social-Democratic Establishment.”

Richard Pipes (1923–2018) American historian

Source: Three “Whys” of the Russian Revolution (1995), pp. 36-37

War, World

“States have a habit of forming when the rules say “line starts here for free stuff.” Whoever manages the line becomes the “state” after a while.”

Jonah Goldberg (1969) American political writer and pundit

Twitter post https://twitter.com/JonahNRO/status/1049835451903815680 (9 October 2018) 2010s, 2018

“There are many who have lost faith in this early American ideal and believe in a form of socialistic, totalitarian rule, a sort of big brother deity to run our lives for us. They no longer believe that free men can successfully manage their own affairs. Their thesis is that a handful of men, centered in government, largely bureaucratic not elected, can utilize the proceeds of our toil and labor to greater advantage than those who create it. Nowhere in the history of the human race is there justification for this reckless faith in political power. It is the oldest, most reactionary of all forms of social organization. It was tried out in ancient Babylon, ancient Greece and ancient Rome; in Mussolini's Italy, in Hitler's Germany, and in all communist countries. Wherever and whenever it has been attempted, it has failed utterly to provide economic security, and has generally ended in national disaster. It embraces an essential idiocy, that individuals who, as private citizens, are not to manage the disposition of their own earnings, become in public office supermen who can manage the affairs of the world.”

Douglas MacArthur (1880–1964) U.S. Army general of the army, field marshal of the Army of the Philippines

Source: Reminiscences (1964), p. 418

Men, World, Faith, History

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

Douglas McGregor (1906–1964) American professor

(2006; 366) Section "Beyond McGregor's Theory Y," by Thomas A. Kochan. Prepared for the Sloan School 50th Anniversary Session on October 11 (2002).
The Human Side of Enterprise (1960)

People, Nature, Knowledge

“Industrial Americanization is not, as we sometimes think, welfare work, or the introduction of a few makeshifts to keep men at work. It is the practical operation of the American spirit in management. The man who comes here expecting opportunity, fair remuneration for his day's work, fair working conditions, friendly personal relations, and that the utmost will be made of his abilities, cannot be met with limitations and discriminations and still become Americanized. He comes to escape the brutality of the military system, and he finds the brutality of the industrial system, ruthless in its destruction of life and property and morality.”

Frances Kellor (1873–1952) American sociologist

What is Americanization? (1919)

Life, Men, Thinking, Personality

“Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management.”

Lynda Gratton (1953) Business theorist

Catherine Truss, Lynda Gratton, Veronica Hope-Hailey, Patrick McGovern and Philip Stiles (1997). "Soft and hard models of human resource management: a reappraisal." Journal of Management Studies, 34(1), 53-73.

Nature

“Punk: Hey, Jeff. Jeff, aren't you nervous sitting way up there so… high? Especially in the condition you're in, and by "condition", I mean that you're probably drunk right now, just like all these people here tonight. (Crowd boos) Yeah, that's something to be proud of, I mean, you'd have to be under the influence to stomach this "live in the moment" crap that you spew. What's living in the moment gotten you, Jeff? I know it got you a night in a hospital, and for what? The adulation of these people? One brief moment of attention? (Crowd chants "Hardy") You know, I don't know what's more pathetic—all these people hanging on your every word, waiting for the next pitiful example for you to set that they can lead, or you and your egotistical addiction to their cheers and support and adulation. Listen, listen to them, Jeff. They actually believe that you can beat me at SummerSlam. (Crowd cheers)
Jeff: So do I.
Punk: So does our general manager. Teddy Long's the guy that said TLC is your match. It's Jeff Hardy's match, everybody. They're right, it is your match. This TLC is your last match. I know what I have to accomplish to get everything I want. When I beat you at SummerSlam and I take back my World Heavyweight Title, it will validate everything I've said in the past. I will prove once and for all, beyond the shadow of a doubt, that straight edge is the right way, that straight edge means I'm better than you. Jeff, I have to get rid of you to teach these people the difference between right and wrong. I have to get rid of you to teach them how to say, "just say no." I have to get rid of you so they stop living in your moment, and they wake up, and they start living in my reality. Make no mistake about it, Jeff; there's no turning back from this point on. You can talk about the space from the top of that ladder to this mat, but from here on out, there's nothing left. At SummerSlam, I will hurt you, and I will remove you and the stain of all your bad examples from the WWE forever.
Jeff: Punk, you can't destroy me, you can't destroy what I've created over my ten years here. Kansas City's not gonna listen to you. You won't beat me at SummerSlam, Punk. I will prove that I'm better than you in my specialty: Tables, Ladders, & Chairs.
Punk: You're right, Jeff. You know what, you wouldn't be here if it wasn't for them, because you need them to enable you. You need them to justify your reckless behavior with their support and their cheers, just like they need you to somehow justify their reckless behavior, with their smoking and their drinking and their use of prescription medication. They try in vain to live vicariously through a man who, by way of his lifestyle, thinks he can fly.”

Phil Brooks (1978) American professional wrestler and mixed martial artist

Interrupting Jeff Hardy's promo from the top of a ladder. August 21, 2009.
Friday Night SmackDown

People, World, Way, Guy

“Private Vices by the dextrous Management of a skilful Politician may be turned into Publick Benefits.”

Bernard Mandeville book The Fable of the Bees

"A Search into the Nature of Society", p. 428
The Fable of the Bees (1714)

“In the first stages of the industrial revolution, animals were used as machines. As also were children. Later, in the so-called post-industrial societies, they are treated as raw material. Animals required for food are processed like manufactured commodities. … This reduction of the animal … is part of the same process as that by which men have been reduced to isolated productive and consuming units. Indeed, during this period an approach to animals often prefigured an approach to man. The mechanical view of the animal’s work capacity was later applied to that of workers. F. W. Taylor who developed the “Taylorism” of timemotion studies and “scientific” management of industry proposed that work must be “so stupid” and so phlegmatic that he (the worker) “more nearly resembles in his mental makeup the ox than any other type.” Nearly all modern techniques of social conditioning were first established with animal experiments. As were also the methods of so-called intelligence testing. Today behaviourists like Skinner imprison the very concept of man within the limits of what they conclude from their artificial tests with animals.”

John Berger (1926–2017) British painter, writer and art critic

Source: About Looking (1980), Chapter "Why Look at Animals?"

Men, Children, Stupidity, Food

“CEO of General Electric for 30 years, Jack Welch was declared the greatest manager of the 20th century. Focusing firmly on results, he revolutionized management to achieve phenomenal growth for his company.”

Robert Heller (1932–2012) British magician

Robert Heller (2001) Jack Welch Dorling Kindersley Pub.

“An enterprise must be viewed from several perspectives if it is to be fully described and understood (Barnett 1994; ESPIRIT Consortium AMICE 1991). Previous work in the development of architectures by the Automation & Robotics Research Institute (Presley et al. 1993) describes a five view approach. The Business Rule (or Information) View defines the entities managed by the enterprise and the rules governing their relationships and interactions. The Activity View defines the functions performed by the enterprise (what is done) while the Business Process View defines a time sequenced set of processes (how it is done). The resources and capabilities managed by the enterprise are defined in a Resource View. Finally, the Organization View is used to define how the enterprise organizes itself and the set of constraints and rules governing how it manages itself and its processes.”

Donald H. Liles (1947) American engineer

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 994

Business, Time

“Management is not people, it is an activity like walking, reading, swimming or running. People who perform management can be designated as managers members of management, or executive leaders.
In addition, management is a distinct activity. It can be studied, knowledge about it obtained, and skill in its application acquired.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 6 (6th ed. 1971)

People, Knowledge, Study, Reading

“The essential task of management is to arrange organizational conditions and methods of operations so that people can achieve their own goals best by directing their own efforts toward organizational objectives.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 178

People, Effort

“At the core of every manager’s job is the requirement to make things happen toward a goal or consistent with a plan. Managers need to set goals and initiate actions to achieve them.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 60.

“I don’t know who decided on a structure of 36 states, but I say, if we decide to review it, why shouldn’t we? Those states, you and I must understand, were mainly punitive creations rather than a need for economic advancement of Nigeria or Nigerians. Let us stop burying our heads in the sand. We have had national emergencies and managed to get out of it. Let us look at each other eyeball to eyeball and decide the type of country that we want to live in. I believe that is essential.”

Chukwuemeka Odumegwu Ojukwu (1933–2011) Nigerian politician and military leader

9 July, 2001, as quoted by Rudolph Okonkwo, My Last Interview With Dim Chukwuemeka Ojukwu - Rudolf Okonkwo http://saharareporters.com/column/my-last-interview-dim-chukwuemeka-ojukwu-rudolf-okonkwo, Sahara Reporters (26 November, 2011)

Understanding, Country

“A key moment of my spiritual epiphany was the tale told by the property manager of our apartment block, Mrs Marina. Every year on All Saints Day if I remember correctly, she commemorated the death of her son who died from an overdose. She baked some holy bread, antidoro, and then took it to her parish Church as an offering for evening vespers. When I asked Mrs Marina why she was doing this, she replied simply, "So that Christ speaks to my son and takes pity", as it is on this particular day it is believed that the Christ descends once again into the bowels of hell, not to defeat death this time as in Holy Saturday, but to keep company with the so called damned. For mothers like Mrs Marina fearful that their dead children might inhabit this nether world because of their sins, despair of redemption etc, Christ's visit provides some hope- that He might take pity on them and relieve them of their eternal punishment. Christ as the God that Unshackles the power of Hell and Death, the Resurrected Christ that even reaches out to the damned, and not the Christ of Deo Satisfactio of the heretical western Churches is one of the great glories of Greek Orthodoxy and of Orthodoxy as a whole.”

Angelique Rockas South African actress and founder of Internationalist Theatre, London

Interview on Helenism .net (September 2011)

Death, God, Children, World

“Project managers who believe that closing down a project will wreck their careers are tempted to carry on in the hope they will have a slight chance of saving their reputations. Both courses carry the risk of disaster for those responsible for a project, but one—abandonment—is often far better for the company.”

David Davis (1948) British Conservative Party politician and former businessman

"New Projects: Beware of False Economies" https://hbr.org/1985/03/new-projects-beware-of-false-economies, published in Harvard Business Review (March 1985) On management of big projects

Hope, Chance

“Hilariously florid — sometimes referred to as "Lust in the Dust." This Wagnerian western features Gregory Peck and Jennifer Jones as lovers so passionate they kill each other. She's Pearl Chavez, a half-breed wench, and so, by Hollywood convention, uncontrollably sexy, and Peck actually manages to bestir himself enough to play a hunk of egotistical hot stuff — maybe the name Lewt McCanles got to him, or maybe the producer, David O. Selznick, used electric prods. Peck clangs his spurs and leers, while Jones heaves her chest; when they kiss, lightning blazes.”

Pauline Kael (1919–2001) American film critic

"Duel in the Sun," p. 206.
5001 Nights at the Movies (1982)

Lovers, Kiss, Passion

“Undue cultivation of the inward or Dynamical province leads to idle, visionary, impracticable courses, and, especially in rude eras, to Superstition and Fanaticism, with their long train of baleful and well-known evils. Undue cultivation of the outward, again, though less immediately prejudicial, and even for the time productive of many palpable benefits, must, in the long-run, by destroying Moral Force, which is the parent of all other Force, prove not less certainly, and perhaps still more hopelessly, pernicious. This, we take it, is the grand characteristic of our age. By our skill in Mechanism, it has come to pass, that in the management of external things we excel all other ages; while in whatever respects the pure moral nature, in true dignity of soul and character, we are perhaps inferior to most civilised ages.”

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

1820s, Signs of the Times (1829)

Age, Soul, Nature, Parent

“I consider all large organizations troublesome, including governmental and nonprofit organizations. They concentrate power in the hands of their top management; the larger the organization, the greater the power being concentrated. There are degrees of concentration of course, and some large organizations are so disorganized that they lose much of their potential power. But size is generally correlated with these kinds of power: By deciding where to locate they determine economic opportunities for some communities and deny it to others. Their hiring decisions affect the life chances of people, and can, unless checked, favor religious, ethnic, racial, and political affiliations. As consumers of resources, they can favor certain producers over others, and not necessarily on the grounds of “efficiency.””

Charles Perrow (1925–2019) American sociologist

They can mobilize political resources to insure favored treatment better than small organizations. Charles Perrow, in: " Organizational Efficiency vs. Power: An Email Interview with Professor Charles Perrow http://blogs.gonomad.com/blog/2005/10/organizational-efficiency-vs-power-charles-perrow.html." blogs.gonomad.com, Oct. 2005. 1980s and later

Life, People, Communication, Decision

“Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 13; Cited in: Morgen Witzel (2011) Fifty key figures management, p. 205

Life, Way, Idea, Understanding

“It follows that the more definition is given, the more omniscient the management must be, so that no functions are left whole or partly undischarged, no person is overburdened with undelegated responsibility, or left without the authority to do his job properly.”

Tom Burns (1913–2001) British sociologist

Source: The Management of Innovation, 1961, p. 123

Personality

“I would like to review your book myself,’ said the editor of one of our principal newspapers about Worshipping False Gods. ‘But if I praise it, they will be after me also. I too will be called communal, high-caste and all that.’ ‘Brilliant, Arun, it was fascinating,’ said a leading commentator who had written a review that inclined to the positive. ‘But, you’ll understand, I couldn’t say all that in print. But it really is brilliant. How do you manage to put in this much work?’ The very selection of reviewers tells the same story. If there is a book by a leftist, editors will be loath to give it to a person of a different point of view: ‘They will say, I have deliberately given it to a rightist,’ the editors are liable to explain. On the other hand, if it is a book by a person they have decided is a rightist, they will be loath to give it to a reviewer who also has been branded a rightist: ‘They will denounce me for deliberately giving the book to a person who is bound to praise it,’ they will bleat. Therefore, in such cases they deliberately give the book to a person who ‘is bound to condemn it’!”

Arun Shourie (1941) Indian journalist and politician

Eminent Historians: Their Technology, Their Line, Their Fraud

God, Books, Communication, Understanding

“.. I have never managed to grasp what exactly 'pataphysics' consisted of; but in short what I have always seen in it is a desire to disconnect philosophy from the discipline of logic, and to admit incoherence as a legitimate component of it. [comment on visiting frequently the Collège de 'Pataphysique']”

Jean Dubuffet (1901–1985) sculptor from France

Source: posthumous, Batons rompus, 1986, p. 19

“1. The several divisions and branches are in charge of superintendents, who are held responsible for the successful working of their respective divisions, and for the maintenance of proper discipline and conduct of all persons employed thereon, except such as are in the employment of other offices "acting under directions from the general superintendent's office, as herein after stated. They possess all the powers delegated by the organization to the general superintendent, except in matters pertaining to the duties of general ticket agent, general freight agent, general wood agent, telegraph "management, and engine and car repairs.”

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)

Cars, Success, Personality

“The outstanding people realised that the job involved more than just writing a good strategic plan. It was also important that top management should understand the plan and be prepared to adopt it. Consequently, the best strategists made sure that executives were involved in decisions at an early stage. The less outstanding people didn’t see this, and it had been overlooked by the experts. But, as soon as we showed them our findings, they could see that it made sense.”

David C. McClelland (1917–1998) American psychological theorist

David C. McClelland (1998) in: Katherine Adams, "Interview by David C. McClelland , in Competency, vol. 4 no.3, Spring 1997, pp.18–23; Republished in orientamento.it http://www.orientamento.it/indice/interview-with-mcclelland/, 19/11/2015

People, Understanding, Decision, Sense

“The more I deepen the topic of regions (I'm in Milan for this reason), the more I am dismayed by having to write about it. It doesn't take much to understand that what these Lombard regionalists are pursuing, knowingly or unknowingly, is a Cisalpine secessionist plan. And, once they've had the instrument, they'll manage to realize it. There's a reason why Bassetti already no longer speaks of a "Lombardy region", but of a "Padania region", of which the rest of Italy would be but an appendix. If they'll succeed (and they will succeed), farewell Risorgimento! It wasn't but a fiction, agreed, and in practice it has failed. But with what will we replace it?”

Indro Montanelli (1909–2001) Italian journalist

Diari 1957-78, ed. Rizzoli, 26 September 1972.
1950s - 1990s

Understanding

“Euclid … manages to obtain a rigorous proof without ever dealing with infinity, by reducing the problem [of the infinitude of primes] to the study of finite numbers. This is exactly what contemporary mathematical analysis does.”

Lucio Russo (1944) Italian historian and scientist

2.4, "Discrete Mathematics and the Notion of Infinity", p. 45
The Forgotten Revolution: How Science Was Born in 300 BC and Why It Had to Be Reborn (2004)

Mathematics, Problem, Study

“In the most advanced areas of this civilization, the social controls have been introjected to the point where even individual protest is affected at its roots. The intellectual and emotional refusal “to go along” appears neurotic and impotent. This is the socio-psychological aspect of the political event that marks the contemporary period: the passing of the historical forces which, at the preceding stage of industrial society, seemed to represent the possibility of new forms of existence. But the term “introjection” perhaps no longer describes the way in which the individual by himself reproduces and perpetuates the external controls exercised by his society. Introjection suggests a variety of relatively spontaneous processes by which a Self (Ego) transposes the “outer” into the “inner.” Thus introjection implies the existence of an inner dimension distinguished from and even antagonistic to the external exigencies—an individual consciousness and an individual unconscious apart from public opinion and behavior. The idea of “inner freedom” here has its reality: it designates the private space in which man may become and remain “himself.” Today this private space has been invaded and whittled down by technological reality. Mass production and mass distribution claim the entire individual, and industrial psychology has long since ceased to be confined to the factory. The manifold processes of introjection seem to be ossified in almost mechanical reactions. The result is, not adjustment but mimesis: an immediate identification of the individual with his society and, through it, with the society as a whole. This immediate, automatic identification (which may have been characteristic of primitive forms of association) reappears in high industrial civilization; its new “immediacy,” however, is the product of a sophisticated, scientific management and organization. In this process, the “inner” dimension of the mind in which opposition to the status quo can take root is whittled down. The loss of this dimension, in which the power of negative thinking—the critical power of Reason—is at home, is the ideological counterpart to the very material process in which advanced industrial society silences and reconciles the opposition. The impact of progress turns Reason into submission to the facts of life, and to the dynamic capability of producing more and bigger facts of the same sort of life. The efficiency of the system blunts the individuals' recognition that it contains no facts which do not communicate the repressive power of the whole. If the individuals find themselves in the things which shape their life, they do so, not by giving, but by accepting the law of things—not the law of physics but the law of their society.”

Herbert Marcuse book One-Dimensional Man

Source: One-Dimensional Man (1964), pp. 9-11

Life, Law, Way, Behavior

“Silence. It flashed from the woodwork and the walls; it smote him with an awful, total power, as if generated by a vast mill. It rose from the floor, up out of the tattered gray wall-to-wall carpeting. It unleashed itself from the broken and semi-broken appliances in the kitchen, the dead machines which hadn’t worked in all the time Isidore had lived here. From the useless pole lamp in the living room it oozed out, meshing with the empty and wordless descent of itself from the fly-specked ceiling. It managed in fact to emerge from every object within his range of vision, as if it—the silence—meant to supplant all things tangible. Hence it assailed not only his ears but his eyes; as he stood by the inert TV set he experienced the silence as visible and, in its own way, alive. Alive! He had often felt its austere approach before; when it came it burst in without subtlety, evidently unable to wait. The silence of the world could not rein back its greed. Not any longer. Not when it had virtually won.”

Philip K. Dick book Do Androids Dream of Electric Sheep?

Source: Do Androids Dream of Electric Sheep? (1968), Chapter 2 (p. 20)

World, Way, Silence, Time

“Under David Cameron, we have this situation where you now need more qualifications to work as a shift manager at McDonald's than to become a teacher.”

Tristram Hunt (1974) British historian and ex-politician

Speech to the House of Commons, Wed 30 Oct 2013; reported in Evening Standard, Wed 30 Oct 2013, p. 4.

Teachers

“In a cruel irony, speculators - rather then elected politicians - are the shots on crisis management. In an absurd logic, those who foster financial turbulence have been invited by the G7 Finance ministers to identify policies which attenuate financial turbulence.”

Michel Chossudovsky (1946) Canadian economist

Economic Warfare, Chapter 21, p. 327
The Globalization of Poverty and the New World Order - Second Edition - (2003)

“Visible management attention, rather than management exhortation, gets things done. Action may start with the words, but it has to be backed by symbolic behavior that makes those words come alive.”

Robert H. Waterman (1950) American writer

Source: The Renewal Factor, 1987, p. 11

Behavior

“The basic managerial idea introduced by systems thinking, is that to manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.”

Fred Emery (1925–1997) Australian psychologist

Russell L. Ackoff and Fred Emery (1972) On purposeful systems, cited in: Lloyd Dobyns, Clare Crawford-Mason (1994) Thinking about quality: progress, wisdom, and the Deming philosophy. p. 40.

Behavior, Idea, Thinking, Parting

“The managers - these administrators, experts, directing engineers, production executives, propaganda specialists, technocrats - are the only social group among almost all of whose members we find an attitude of self-confidence. Bankers, capitalist owners, liberal politicians, workers, farmers, shopkeepers-all these display, in public and private, doubts and fears and worries and gloom. But no one who comes into contact with managers will fail to have noticed a very considerable assurance in their whole bearing. They know that they are indispensable in modern society.”

James Burnham (1905–1987) American philosopher

Source: The Managerial Revolution, 1941, p. 281, as cited in: Albert Lepawsky (1949), Administration, p. 13-4

Fear, Confidence, Self-confidence

“At any sufficient scale, those who do not have automatic memory management in their language are condemned to reinvent it, poorly.”

Eric S. Raymond (1957) American computer programmer, author, and advocate for the open source movement

http://esr.ibiblio.org/?p=7804 in Armed and Dangerous (18 December 2017)

Memory

“A religious minority is a law unto itself. The institutions run by it enjoy protection both from their staff as well as from the Government. Their properties are safe and their management secure from Government intervention, very unlike institutions run by Hindus which enjoy no such protection and which are subject to all kinds of interference from a Government which takes pride in being ‘secular’, and which has developed aversion of secularity informed by anti-Hindu animus. The Indian Express reports ( 28/29 January, ’86 ) that the famous temple of Lord Venkateswara at Tirupati in Andhra Pradesh has been ordered to pay rupees twenty crores as tax on the “sales” of prasadam since 1975! The Aurangzebi spirit is very much alive. Favoured treatment and discriminatory taxes have been used by Governments in the past to promote particular culture-groups and destroy others.”

Ram Swarup (1920–1998) Indian historian

Ramakrishna Mission. (1986). Ramakrishna Mission: In search of a new identity.

Law, Past

“When Leslie spoke, the words rolled out so regally, you knew she was a proper queen. He could hardly manage English, much less the poetic language of a king.”

Katherine Paterson book Bridge to Terabithia

Jess Aarons
Bridge to Terabithia (1977)

“Top managers are always slow to point the finger of responsibility at headquarters or at themselves. When global faults have local symptoms, they will be slower still. When taking corrective action means a full, zero-based review of all systems, skills and structures, their speed will decrease even further. And when their commitment to acting globally is itself far from complete, any motion is unlikely.”

Kenichi Ohmae (1943) Japanese academic

Source: The borderless world, 1990, p. 86

Speed

“I'm very happy. Very happy. This is a great honor. The only thing I would trade this for is a pennant. This is the first year a manager made me feel like I wanted to keep going all the time. In 1965 he told me I'd hit.325 when I was sick with malaria and batting about.270. Last spring he told me he wanted me to hit 25 home runs and drive in 100 runs. He made me feel I belonged. He did the job. Maybe he isn't the best manager in the game but he works hard. He made us what we are. Got to give him credit. I had my best year for Walker. So did a lot of others.”

Roberto Clemente (1934–1972) Puerto Rican baseball player

As quoted in "The Scorebaord: Pride Drives Clemente" https://news.google.com/newspapers?id=Z0sqAAAAIBAJ&sjid=pk8EAAAAIBAJ&pg=5301,452323 by Les Biederman, in The Pittsburgh Press (Wednesday, November 16, 1966), p. 87 Baseball-related, <big><big>1960s</big></big>, <big>1966</big>

Happiness, Feeling, Home, Game

“The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long… we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical…. There should be no reason our familiar principles of quality and process engineering would not work in the sales process.”

Joseph M. Juran (1904–2008) Quality guru

Joseph M. Juran in: Paul H. Selden (1997), Sales Process Engineering: A Personal Workshop, Milwaukee, WI: ASQ Quality Press, pp. xxi–xxii

Error, Problem

Quotes about management page 16

Quotes about management
page 16