Quotes about management
page 4

“I must say, I rather like the way you manage Will.”

Source: Clockwork Angel

“There will never be a good time, financially, to get married, unless you're Shaq or Ray Romano. But somehow people manage. If your man is using money as an excuse not to marry you, it's your relationship that's insecure, not his bank account.”

Greg Behrendt (1963) American comedian

Source: He's Just Not That Into You: The No-Excuses Truth to Understanding Guys

Money, People, Time

“Are you in a suit?' I managed at last, my voice choking up. 'You didn’t have to dress up for me.'

'Quiet, Sage,' he said. 'I’ll make the hilarious one-liners during this daring rescue.”

Richelle Mead book Silver Shadows

Source: Silver Shadows

“How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.”

Stephen R. Covey (1932–2012) American educator, author, businessman and motivational speaker

“It is not so much where my motivation comes from but rather how it manages to survive.”

Louise Bourgeois (1911–2010) American and French sculptor

Motivation

“It is by not always thinking of yourself, if you can manage it, that you might somehow be happy. Until you can make room in your life for someone as important to you as yourself, you will always be searching and lost….”

Richard Bach (1936) American spiritual writer

Life, Happiness, Search, Thinking

“Beautiful I would never be. Striking, that I could manage.”

Ilona Andrews American husband-and-wife novelist duo

Source: Magic Bites

Beauty

“You…you need to move on,” I managed. Yes, that was a sound reason. “You need to find someone else. You know I don’t—that I can’t. Well, you know. You’re wasting your time with me.”

He remained firm. “It’s my time to waste.”

Richelle Mead book The Indigo Spell

Source: The Indigo Spell

Time

“Who I am, and what I am capable of doing has always managed to surprise me.”

Jodi Picoult (1966) Author

Source: Vanishing Acts

“So, tell me this: suppose you manage to kidnap her again and take her off to the mall. While you're there a Strigoi comes at you. What will you do?
Depends on what store we're in.”

Richelle Mead Vampire Academy

Source: Vampire Academy

Dependency

“I'll say God seems to have a kind of laid-back management style I'm not crazy about. I'm pretty much anti-death. God looks by all accounts to be pro-death. I'm not seeing how we can get together on this issue, he and I…”

David Foster Wallace book Infinite Jest

Source: Infinite Jest

Death, God

“The rabbis paled. I’d managed to terrify holy men. Maybe I could beat up a nun for an encore.”

Ilona Andrews American husband-and-wife novelist duo

Source: Magic Bleeds

Men

“I'm not good at relationships
I always manage to find the flaws
sometimes in others
but mostly my own.
I foretell the ending
then go and create the cause
save myself
and end up alone”

David Levithan The Realm of Possibility

Source: The Realm of Possibility

“Life can't be cured, but it can be managed.”

Ned Vizzini book It's Kind of a Funny Story

Source: It's Kind of a Funny Story

Life

“He was dirty, his hair unkempt, his clothes stained with blood. Heroes in stories somehow managed to rescue maidens while looking like court dandies. Next time he went adventuring he'd remember to bring a comb.”

J.V. Jones The Book of Words

Source: The Book of Words

Time, Clothes

“Management cares about only one thing. Paperwork. They will forgive almost anything else—cost overruns, gross incompetence, criminal indictments—as long as the paperwork’s filled out properly. And in on time.”

Connie Willis Bellwether

Source: Bellwether (1996), Chapter 4 “Rapids”, Section 1 (p. 140)

Forgiveness, Time

“Cupid said, smashing another skeleton to pieces."Nico," Jason managed to say, "it's okay. I get it."

Nico glanced over, pain and misery washing across his face.

"No you don't," he said. "There's no way you can understand."Cupid chided.”

Rick Riordan book The House of Hades

Source: The House of Hades

Pain, Way, Understanding

“This was the consequence of seeing too much and understanding the horrible truth: No one is safe. The world is not manageable.”

David Sedaris When You Are Engulfed in Flames

Source: When You Are Engulfed in Flames

Truth, World, Understanding

“A bore or an uggo might manage not to get up anyone's nose, but if a girl's got brains and looks and personality, she's going to piss someone off, somewhere along the way.”

Tana French book Faithful Place

Source: Faithful Place

Way, Girl, Personality

“In their work, designers often become expert with the device they are designing. Users are often expert at the task they are trying to perform with the device. […] Professional designers are usually aware of the pitfalls. But most design is not done by professional designers, it is done by engineers, programmers, and managers.”

Donald A. Norman book The Design of Everyday Things

Source: The Design of Everyday Things (1988, 2002), Ch. 6, p. 156.

“You mean guys don't get injured in spring training? Guys get hurt walking down the street. All the managers, pitching coaches [are] very sensitive. Look, you can always pick at something, but there's a broader picture, a grander picture.”

Bud Selig (1934) American baseball executive

Guy, Spring, Hurt, Training

“If a segment of one's force is located where it is not sufficiently busy with the enemy, or if the troops are on the march - that is, idle - while the enemy is fighting, then these forces are being managed uneconomically. In this sense they are being wasted, which is even worse than using them inappropriately.”

Carl von Clausewitz book On War

On War (1832), Book 3

Business, Sense, Fight

“Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis, Brad M. Jackson, in: Coordination of information technology management: team-based structures and computer-based communication systems http://dl.acm.org/citation.cfm?id=1189653, Journal of Management Information Systems - Special issue: Information technology and organization design Volume 10 Issue 4, March 1994, pp 85-110.

Business, Change

“The regulative principles of management along scientific lines include four important elements:
(a) Planning of the processes and operations in detail by a special department organized for this purpose.
(b) Functional organization by which each man superintending the workman is responsible for a single line of effort. This is distinctly opposed to the older type of military organization, where every man in the management is given a combination of executive, legislative and judicial functions.
(c) Training the worker so as to require him to do each job in what has been found to be the best method of operation.
(d) Equable payment of the workers based on quantity and quality of output of each individual. This involves scientific analysis of each operation to determine the proper time that should be required for its accomplishment and also high payment for the worker who obtains the object sought.”

Hugo Diemer (1870–1937) American mechanical engineer

(1921, p. 10); Diemer quotes the ASCM committee
Factory organization and administration, 1910

Effort, Time, Training

“The word " economy" has latterly been used in various senses; the Germans give it a very indefinite signification.
Judging from its etymology and original signification, the Greeks seem to have understood by it the establishment and direction of the menage, or domestic arrangements.
Xenophon, in his work on economy, treats of domestic management, the reciprocal duties of the members of a family and of those who compose the household; and only incidentally mentions agriculture as having relation to domestic affairs. This word is never applied to agriculture by Xenophon, nor, indeed, by any Greek author; they distinguish it by the terms, georgic geoponic.
The Romans give a very extensive and indefinite signification to the word "economy." They understand by it, the best method of attaining the aim and end of some particular thing; or the disposition, plan, and division of some particular work. Thus, Cicero speaks of oeconomia causae, oeconomia orationis; and by this he means the direction of a law process, the arrangement of an harangue. Several German authors use it in this sense when they speak of the oekonomie eines schauspiels, or eines gedichtes, the economy of a play or poem. Authors of other nations have adopted all the significations which the Romans have attached to this word, and understand by it the relation of the various parts of any particular thing to each other and to the whole—that which we are accustomed to term the organization. The word "economy" only acquires a real sense when applied to some particular subject: thus, we hear of "the economy of nature," "the animal economy," and " the economy of the state" spoken of. It is also applied to some particular branch of science or industry; but, in the latter case, the nature of the economy ought to be pointed out, if it is not indicated by the nature of the subject.”

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. 54-55.

Family, Law, Understanding, Nature

“The project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 10 (2e ed. 1984) partly cited in: Frederick Betz (2011) Managing Technological Innovation. p. 172

“Don't blame me, Pongo,' said Lord Ickenham, 'if Lady Constance takes her lorgnette to you. God bless my soul, though, you can't compare the lorgnettes of to-day with the ones I used to know as a boy. I remember walking one day in Grosvenor Square with my aunt Brenda and her pug dog Jabberwocky, and a policeman came up and said the latter ought to be wearing a muzzle. My aunt made no verbal reply. She merely whipped her lorgnette from its holster and looked at the man, who gave one choking gasp and fell back against the railings, without a mark on him but with an awful look of horror in his staring eyes, as if he had seen some dreadful sight. A doctor was sent for, and they managed to bring him round, but he was never the same again. He had to leave the Force, and eventually drifted into the grocery business. And that is how Sir Thomas Lipton got his start.”

P.G. Wodehouse book Uncle Fred in the Springtime

Uncle Fred in the Springtime (1939)

God, Dogs, Soul, Boy

“Leaders and managers do not have to risk lives, profit, or mission failure because they failed to plan for a crisis. Do not allow yourself to be put on the defense by changing circumstances. No one enjoys wasting time, but don't be reluctant to call a meeting just to discuss something that might happen. Remember the oil filter theory. Rather than disobey your instincts and proceed with the status quo or embark on a risky course, invest some planning time in your business. Control your risks. Identify important decision points. Forecast potential crisis. Apply the six hour model. A little time spent discussing your business is never wasted.”

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

Source: Crisis Management: A Model For Managers (1993), p. 74

Failure, Business, Decision, Change

“The marketing director in each department reported directly to the department head and controlled market research and sales. More important, the marketing manager was also responsible for new product development, requesting production schedules, and controlling finished goods inventory.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 234

“Like proselytization, desecrating and demolishing the temples of non-Muslims is also central to Islam…. India too suffered terribly as thousands of Hindu temples and sacred edifices disappeared in northern India by the time of Sikandar Lodi and Babur. Will Durant rightly laments in the Story of Civilization that "We can never know from looking at India today, what grandeur and beauty it once possessed". In Delhi, after the demolition of twenty-seven Hindu and Jain temples, the materials of which were utilized to construct the Quwwat-ul-Islam masjid, it was after 700 years that the Birla Mandir could be constructed in 1930s. Sita Ram Goel has brought out two excellent volumes on Hindu Temples: What happened to them. These informative volumes give a list of Hindu shrines and their history of destruction in the medieval period on the basis of Muslim evidence itself. This of course does not cover all the shrines razed. Muslims broke temples recklessly. Those held in special veneration by Hindus like the ones at Somnath, Ayodhya, Kashi and Mathura, were special targets of Muslims, and whenever the Hindus could manage to rebuild their shrines at these places, they were again destroyed by Muslim rulers. From the time of Mahmud of Ghazni who destroyed the temples at Somnath and Mathura to Babur who struck at Ayodhya to Aurangzeb who razed the temples at Kashi Mathura and Somnath, the story is repeated again and again.”

K. S. Lal book Theory and Practice of Muslim State in India

Theory and Practice of Muslim State in India (1999)

Beauty, History, Suffering, Time

“I have been fortunate enough to lead.... an uneventful life. Only on very rare occasions have I ever left Bologna, my native city, and the surrounding province of Emilia. Only twice, for instance, have I been abroad... Besides, I speak only my native language, as you see, and read only Italian periodicals... When I was in my early twenties, my highest ambition was to go abroad study art in Paris.... the material difficulties involved were too great, and I was obliged to remain in Italy. Later I had too many responsibilities, with my teaching and my family [his sisters he lived with] and never managed to go abroad.”

Giorgio Morandi (1890–1964) Italian painter

Source: 1945 - 1964, Interview, 1960, p. 106

Life, Family, Art, Sister

“The difficulty in defining a field for the so-called institutional economics is the uncertainty of meaning of an institution. Sometimes an institution seems to mean a framework of laws or natural rights within which individuals act like inmates. Sometimes it seems to mean the behavior of the inmates themselves. Sometimes anything additional to or critical of the classical or hedonic economics is deemed to be institutional. Sometimes anything that is "economic behavior" is institutional. Sometimes anything that is "dynamic" instead of "static," or a "process" instead of commodities, or activity instead of feelings, or mass action instead of individual action, or management instead of equilibrium, or control instead of laissez faire, seems to be institutional economics.”

John R. Commons (1862–1945) United States institutional economist and labor historian

Source: "Institutional Economics," 1931, p. 648

Law, Behavior, Feeling, Nature

“The management theory jungle is still with us… Perhaps the most effective way [out of the jungle] would be for leading managers to take a more active role in narrowing the widening gap… between professional practice and our college and university business”

Harold Koontz (1909–1984)

schools
Source: "The Management Theory Jungle Revisited," 1980, p. 186 ; as cited in Daniel A. Wren & Arthur G. Bedeian (2009). The evolution of management thought. p. 419-420

School, Way, Business, Universe

“The vanguard of industrial investment in the world capitalist system is in the lowest paid segment of those countries paying the lowest wages. Young women in developing countries are the labor force on this frontier just as women and children were in the industrialization of England and Europe in the nineteenth century. Escaping the patriarchal restrictions of domestic production, young women workers are segregated in the new industrial compounds where they are subject to the patriarchal control of managers.”

June Nash (1927–2019) American anthropologist

Source: Women, Men, and the International Division of Labor, 1983, p. x

Women, Children, World, Country

“Dr. Cleland was among the first to see project management strategically as well as tactically, at the center of organizational competencies… It's hard to believe, but there was a time when it was new and unfamiliar. Dr. Cleland was a driving force behind the adoption of project management as a professional competency, and is a key contributor to the success of all organizations that use professional project management standards and methodologies today.”

Gregory Balestrero (1947) American industrial engineer

Balestrero cited in: G.R. Boyet & M. Maguire Kelly (2010) PMI Pays Tribute to Dr. David I. Cleland for a Lifetime of Achievement to Project Management and the Profession http://www.pmi.org/About-Us/Press-Releases/PMI-Pays-Tribute-to-Dr-David-I-Cleland.aspx. at pmi.org. 13 July 2010. 2010s

Time, Success

“I stand by my assertions that although you can know what happens to any individual species that you modify, you cannot be certain what will happen to the ecosystem. Also, we have a strange situation where we have malnourished fat people. It’s not that we need more food. It’s that we need to manage our food system better. So when corporations seek government funding for genetic modification of food sources, I stroke my chin.”

Bill Nye (1955) American science educator, comedian, television host, actor, writer, scientist and former mechanical engineer

[NOTE: This position was retracted by Bill Nye less than four months later, per The Washington Post source March 3, 2015, below.] Bill Nye Explains Why he is a GMO Skeptic, Discover Magazine, October 15, 2015, November 6, 2014, Keith, Kloor http://blogs.discovermagazine.com/collideascape/2014/11/06/bill-nye-explains-gmo-skeptic,

People, Food

“I stood in front of a hundred and one critics at a critic's convention and a critic asked me, "Miss Cho, isn't it true that your management asked you to lose weight to play the part of yourself in your own TV show?" Gail [the producer] grabbed the mike from me and said, "There is no truth in that whatsoever."”

Margaret Cho (1968) American stand-up comedian

I...was so...hungry.
From Her Tours and CDs, I'm The One That I Want Tour

Truth, Parting

“State intervention in economic production arises only when private initiative is lacking or insufficient, or when the political interests of the State are involved. This intervention may take the form of control, assistance or direct management.”

Benito Mussolini (1883–1945) Duce and President of the Council of Ministers of Italy. Leader of the National Fascist Party and subsequen…

Quoted from “The Labor Charter: The Corporate State and its Organization”, promulgated by Mussolini's Grand Council of Fascism, Article 9, (April 21, 1927) Copy found in Mediterranean Fascism 1919-1945, Charles F. Delzell, The MacMillan Press, (1971) p. 122. Also in Benito Mussolini’s “Doctrine of Fascism”, published as “Fascism: Doctrine and Institutions” (1935), Rome: Ardita Publishers, p.135-136.
1920s

“Seeing the water birds on the lake increase in number day by day, I thought to myself how nice it would be if it snowed before we got back to the Palace—the garden would look so beautiful; and then, two days later, while I was away on a short visit, lo and behold, it did snow. As I watched the rather drab scene at home, I felt both depressed and confused. For some years now I had existed from day to day in listless fashion, taking note of the flowers, the birds in song, the way the skies change from season to season, the moon, the frost and snow, doing little more than registering the passage of time. How would it all turn out? The thought of my continuing loneliness was unbearable, and yet I had managed to exchange sympathetic letters with those of like mind—some contacted via fairly tenuous connections—who would discuss my trifling tales and other matters with me; but I was merely amusing myself with fictions, finding solace for my idleness in foolish words. Aware of my own insignificance, I had at least managed for the time being to avoid anything that might have been considered shameful or unbecoming; yet here I was, tasting the bitterness of life to the very full.”

Murasaki Shikibu book The Diary of Lady Murasaki

trans. Richard Bowring (Penguin Books, 1996)
The Diary of Lady Murasaki

Life, Beauty, Way, Home

“At Wal-Mart, a co-worker once advised me that, although I had a lot to learn, it was also important not to "know too much," or at least never to reveal one's full abilities to management, because "the more they think you can do, the more they'll use you and abuse you." My mentors in these matters were not lazy; they just understood that there are few or no rewards for heroic performance. The trick lies in figuring out how to budget your energy so there'll be some left over for the next day.”

Barbara Ehrenreich (1941) American writer and journalist

Evaluation (p. 195)
Nickel and Dimed: On (Not) Getting by in America (2001)

Thinking, Learning

“Neoclassical economic theory forms the central discourse and behavioral model of contemporary management education. Drawing on research and insights from game theory and behavioral economics we have argued that many of the core assumptions underlying this model are flawed. While we cannot say that the widespread reliance on the Homo economicus model has caused the highly level of observed managerial malfeasance, it may well have, and it surely does not act as a healthy influence on managerial morality. Students have learned this flawed model and in their capacity as corporate managers, doubtless act daily in conformance with it. This, in turn, may have contributed to the weakening of socially functional values and norms like honesty, integrity, self-restraint, reciprocity and fairness, to the detriment of the health of the enterprise. Simultaneously, this perspective has legitimized, or at least not delegitimized, such behaviors as material greed and optimizing with guile. We noted that this model has become highly institutionalized in business education. Fortunately, we believe that the potential for moving away from this flawed model is significant and thus can end this chapter on a more optimistic note for the future of business education.”

Rakesh Khurana (1967) American business academic

Herbert Gintis and Rakesh Khurana. " What Happened When Homo Economicus Entered Business School https://evonomics.com/what-happens-when-you-introduce-homo-economicus-into-business/," in: evonomics.com, July 14, 2016.

Health, Education, Behavior, Game

“The British Empire spread Anglo-Saxon culture around the globe–Protestant morals, individualism, the rule of law. Most British colonies rejected those values. Only the ones populated by actual British people–America, Canada, Australia, and New Zealand–managed to hold on to them and, as a result, prospered.”

Ann Coulter (1961) author, political commentator

2015, Adios, America: The Left's Plan to Turn Our Country into a Third World Hellhole (2015)

People, Law

“Demanding that wolf populations be allowed to continue to increase is not only a false conservation goal, but also a counterproductive tactic that is bound for short-term failure. It is strategically preferable to promote wolf range expansion and to accept reduction of unacceptable levels of conflict through scientifically planned and managed culling rather than through uncontrolled poaching. Full protection of wolf populations living near, or interspersed with, human settlements leads sooner or later to surplus wolves being killed, legally or illegally. Opposing wolf killing altogether implies accepting that all wolves will eventually be removed from these areas, whereas accepting some wolf control will allow wolves over much larger ranges. This vision requires a fundamental shift in the way wolves are perceived by folks who consider every wolf a symbol of the conservation battle or an animal with special rights among all other species. In the end, this approach probably will yield many more wolves than we could afford to keep in a few fully protected areas, no matter how large.”

L. David Mech (1937) American Biologist , Ecologist

Wolves: Behavior, Ecology and Conservation (2003)

Way, Failure, Wolf, Animals

“We are already well down the road toward a managed-trade regime. It would be far better to acknowledge that reality, and seek a set of reasonable rules, than to pretend that Ricardian trade is the norm and allow mercantilist states to overwhelm U. S. industry and ratchet down wages, in the name of free trade.”

Robert Kuttner (1943) American journalist

Source: The Economic Illusion (1984), Chapter 3, Trade, p. 124

Reality

“One of the difficulties in thinking about software is its huge variety. A function definition in a spreadsheet cell is software. A smartphone app is software. The flight management system for an Airbus A380 is software. A word processor is software. We shouldn't expect a single discipline of software engineering to cover all of these, any more than we expect a single discipline of manufacturing to cover everything from the Airbus A380 to the production of chocolate bars, or a single discipline of social organization to cover everything from the United Nations to a kindergarten. Improvement in software engineering must come bottom-up, from intense specialized attention to particular products.”

Michael A. Jackson (1936) British computer scientist

Michael A. Jackson in: K. De Grave (ed.) Formalism & Intuition in Software Development; A conversation with Michael A. Jackson conducted by Edgar G. Daylight and Bas van Vlijmen. 2015

Thinking

“I’m sick of hearing how far we’ve come. I’m sick of hearing how in some cases women are superseding men, progressing to positions of middle and upper management. Above all, I’m sick of hearing about the pipeline, about the path to the top supposedly thick with women who will, in the fullness of time, be rewarded for their patience and virtue. The following figures speak for themselves: Three percent of Fortune 500 companies are headed by women; 16.8 percent of members of the U. S. Congress are women; 7 percent of tenured engineering faculty in four-year institutions are women. The fact is that so far as leadership is concerned, women in nearly every realm are hardly any better off than they were a generation ago.”

Barbara Kellerman (1939) American academic

Barbara Kellerman in Harvard Business Review; Cited in " Quote of the week: Barbara Kellerman http://theweek.com/articles/494754/quote-week-barbara-kellerman," at theweek.com, April 30, 2010.

Women, Men, Time, Patience

“With this new tendency [of Orphism] the Cubists dubbed Impressionism of forms according to Appolinaire, is entering a final and glorious phase:.. Orphism, pure painting, simultaneity. And there you have it, as many obvious plagiarisms of what has formed, from its earliest appearances, the essence of Futurist painting and sculpture…. But we insist on sorting things out. Orphism [initiated by former Cubist artist Robert Delaunay as an colorful alternative for strict Cubism ], let us say it right away, is just an elegant masquerade of the basic principles of Futurist painting. This new trend simply illustrates the profit that our French colleagues managed to driver from our first Futurist exhibition in Paris.”

Umberto Boccioni (1882–1916) Italian painter and sculptor

Boccioni's critical art quote to Orphism and simultaneity pictures Orphism, as alternative concept for Cubism as a soft version of Futurist painting; in 'Les futurists plagues en France', Boccioni, in 'Lacerba', Florence 1, no. 7, 1 April 1913
1913

Color, Appearance, Painting

“Sexual dysfunction often plays a key role in risk management by couples over time. It seems crucial not to get too excited about the other, and diminished excitement serves the purposes at once of self-protection and revenge. I was once excited about you, the diminished arousal seems to be expressing, but there is not much to get excited about now. Often lovers work together to pretend they are safer (even if also a bit sadder) over time, by collapsing their expectations of each other in collusively arranged, choreographed routine. Each feels the other is less exciting because of being so familiar and predictable. And each acts towards the other in as wholly and artificially predictable a fashion as possible. But, of course, lowering expectations also empties out passion. No risk, no gain.”

Stephen Mitchell (1946–2000) American psychologist

Can Love Last? (New York: W. W. Norton & Company, 2002), p. 143

Feeling, Lovers, Fashion, Revenge

“The next superstar could very well be ET!!! Sincerely, at that point in the history of Hollywood, there were no stars. Paul Newman has said on record, ‘What’s the point in my being an actor? The three greatest hits have been mechanical gadgets!’ There was a shark in Jaws that crashed the box-office, there was this peculiar animal in ET and there was that robot in Star Wars. I saw it millions of times. And everytime I see ET I find it’s a lovable person. So maybe you don’t need an actor, it’s going to be a computer! Look, one of the poignant scenes in 2001 Space Odyssey was the death of the computer. The computer on board is programmed to take the spaceship to a particular planet and also manage everything, right to the food of the astronauts. Then they realize that this very same computer is actually programmed to sabotage the mission. So this astronaut unscrews the computer. It dies with the voice going fainter ‘Don’t kill … me … don’t … kill me’. If just mechanical gadgets are going to be moving us to tears, then Paul Newman is right. What is the need for actors?”

Amitabh Bachchan (1942) Indian actor

Quotable quotes by Amitabh Bachchan.

Death, War, Food, History

“By capitalist, I mean the investor who puts his money into a concern and draws profits there from without participating in the organisation or management of the business. Were all these to disappear in the night, leaving no trace behind, nothing would be changed.”

Keir Hardie (1856–1915) Scottish socialist and labour leader

Source: From Serfdom to Socialism (1907), p. 11

Money, Business, Change, Drawing

“After the second Die Hard, Bruce Willis stated he would never do another. He should have stayed firm in his resolve. If quality is any indication (and it may be, with all the available blockbusters), box office returns will be disappointing this time around and, if nothing else, that will do to John McClane what dozens of assorted bad guys couldn't manage: kill him.”

James Berardinelli (1967) American film critic

Review http://www.reelviews.net/movies/d/die_hard3.html of Die Hard with a Vengeance (1995). Two-and-a-half star reviews

Disappointment, Guy, Time, Box

“When conspiracies have governmental powers, they can usually cover up their guilt at the time and they often destroy evidence so thoroughly that later generations are left with a puzzle they can solve only partially or tentatively. We now know only that the assassination of Abraham Lincoln was arranged by a conspiracy for the dual purpose of eliminating a political figure who was no longer useful and of exciting fresh animosity against the Southerners who had been conquered, and whose country had been destroyed, in the unconscionable war of aggression of which he had been the ostensible leader; but, aside from a few hirelings, the only person whom we can positively identify as a member of the conspiracy is Stanton, who was the Secretary of War in Lincoln’s cabinet, arranged many of the practical details, and was able, after the event, to silence key witnesses, although we can only guess what it was they knew that made it necessary to have them judicially murdered. And Stanton seems to have been only a local manager for principals whose identity we can only surmise.”

Revilo P. Oliver (1908–1994) American philologist

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

War, Silence, Time, Personality

“Objectively speaking, the history of North Korean state has been one of an ambitious social if brutal experiment that ended in a very ugly disaster. Essentially, the 70 years of the Kim Family's rule have been the wasted years. The Kim family did not merely build one of the world’s most “perfect” Stalinist dictatorships, but also managed to transform into a basket case what once, in the 1940s, was the most advanced industrial economy of East Asia outside Japan. However, one should not expect that such a pessimistic, if honest, view of North Korea’s past, is going to be enthusiastically embraced by those North Koreans who bother to care about such matters.”

Andrei Lankov (1963) Russian academic

Get Ready For Selective Amnesia (November 2015)

World, Family, History, Past

“Before anything else I would like to say good day to all of the Venezuelan people, and this Boliviarian message is directed to the brave soldiers in the Parachutist Regimen of Aragua and the Armed Brigade of Valencia. Friends: For now, lamentably, the objectives we considered were not achieved in the capital. That is to say, we here in Caracas have not managed to take power. You did very well over there, but now is the time to reflect; new situations will come and the country must definitively get on the path to a better destiny. So hear my word; hear Commander Chávez, who sends you this message so that you may please reflect and put down your weapons, because now, really, the objectives that we have brought to the national level are impossible to achieve. Friends: Hear this message of solidarity. I thank you for your loyalty, your valor, your exuberance, and I, before this country and before you all, assume responsibility for this Boliviarian militant movement. Thank you.”

Hugo Chávez (1954–2013) 48th President of Venezuela

Hugo Chávez to Venezuelan television reporters just before being arrested for his participation in an attempted coup d'état, February 1992.
1992

People, Time, Loyalty, Country

“By differentiation we mean the differences in cognitive and emotional orientation among managers in different units and the differences in formal structure among units.”

Paul R. Lawrence (1922–2011) American business theorist

Source: Organization and environment: Managing differentiation and integration, 1967, p. 11

“[Messianic tendencies of management thought, especially scientific management had the tendency] to extend the objective, positivist approach to an ever-enlarging complex of phenomena.”

Dwight Waldo (1913–2000) American political scientist

Source: The Administrative State, 1948, p. 57 as cited in: Robert B. Denhardt, ‎Thomas J. Catlaw (2014), Theories of Public Organization, p. 72

“It seems strange that so many generations of Old Testament scholars, trained in Greek as well as Hebrew literature, have managed to keep their Greek and Hebrew studies rigidly compartmentalised.”

Cyrus H. Gordon (1908–2001) American linguist

Introduction
The Common Background of Greek and Hebrew Civilizations (1965 [1962])

Literature, Study, Training

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

Lex Donaldson (1947) British-Australian organizational sociologist

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

Idea, Appearance

“If you look at early shamanic texts and cultures, the magical powers that the shaman hopes the gods might give him, flying, turning into animals, invisibility, poetry – as if poetry was a magic power. As if it was the equivalent of turning into a dog or flying. As if. What does this tell us? Maybe there was a time when we could legitimately ask the gods for it as a gift. But we know there aren’t any gods, and that they can’t give those gifts, so the best thing we can do is go to church, listen to the lesson and hope we don’t burn. Have no direct contact with whatever form of god we choose to worship. It’s like the magical or spiritual equivalent of the big flaw in Marxism. Karl Marx, lovely geezer, very humane, a bit middle class but we’ll gloss over that, but his big flaw was that when he said “The reins of society will inevitably rest in the hands of those who control the means of production” didn’t take into account middle management. All the people who get between those with the means of production and the society. That translates onto a spiritual level as the shift from our earliest beliefs, which are all shamanic.”

Alan Moore (1953) English writer primarily known for his work in comic books

De Abaitua interview (1998)

Love, God, People, Dogs

“As soon as one of the anti-American presidents is elected, one of us goes in and says, “Hey, congratulations Mr. President. Now that you are president, I just want to tell you that I can make you very, very rich, you and your family. It’s several million dollars in this pocket, if you play the game our way. If you decide not to, over in this pocket, I’ve got a gun with a bullet with your name on it, in case you decide to keep your campaign promises and throw us out. Sell our oil companies your oil real cheap, or vote with us at the next UN vote, or send troops in support of ours to some place in the world such as Iraq”, and in that way, we have managed to build a world empire with very few people actually knowing that we have done this.”

John Perkins (1945) American author

Zeitgeist Addendum (2008)

People, World, Family, Way

“My budget blueprint will restrain spending, yet meet growing needs with a reasonable 4 percent growth rate, which is a little more than inflation. After paying the bills, my plan reduces the national debt, and fast. So fast, in fact, that economists worry that we're going to run out of debt to retire. That would be a good worry to have. Finally, along with funding our priorities and paying down debt, my plan returns about one out of every four dollars of the surplus to the American taxpayers, who created the surplus in the first place. A surplus in tax revenue, after all, means that taxpayers have been overcharged. And usually when you've been overcharged, you expect to get something back. Tax relief means real help for both American families and the American economy. Everybody who pays income taxes will receive a tax cut. Nobody will be targeted in, and nobody will be targeted out. The typical family will get about $1,600 in tax relief, and that's real money. And that's money that will help American families manage their own accounts, manage your own balance sheets.”

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

2000s, 2001, Radio Address to the Nation (February 2001)

Money, Family, Help

“My first manager's page for Shamrock Rovers, and my, shall I say, reasonably extensive vocabulary is still too confined to express how delighted I feel.”

Damien Richardson (1947) Irish footballer and manager

Shamrock Rovers versus St. Johnstone, 14 July 1999.

Feeling

“One of the topics [on the show last week] was the murder of women in the Arab sector, what is referred to, unfortunately, […] as 'honor killing' and has nothing to do with [anything worthy of] honor. The guest in the studio was a woman who had 20 years of experience working for the sake of those same women who die for no good reason, a woman whose everyday job was a holy work for the sake of thousands of Arab women who need a voice that will shout out and cry out their cries. After she had accused the government and the police and everyone of incompetence, I asked her, in a somewhat aggressive manner, as it were, '[…] Where are we in all of this? Where are we Arab women to teach and discipline our sons that a man has no right over a woman? […]' During the commercial break, she got up and told me that I had to learn how to talk to Arabs because the tone that I adopted and the things that I said were said to gain approval from Jews. So I've come to tell you today that I haven't come for approval from you; that I haven't come for approval from anyone; and this is the message that I want you to digest very, very well. In my life I have been accused of many things: that I am the fifth column; that an Arab will always stay an Arab, no matter how liberal he may look; that I bring shame on my family for being in a relationship with a person outside my religion. I've received threats after asking Palestinian residents live on the show why they don't go out against Hamas men, who use them and bring them to their slaughter; I've been attacked on Yom ha-Shoah and Yom ha-Zikaron that the managers at Arutz 2 dared to put an Arab on a show such as that as the host on a day such as that; I've been told that I make Arab women stray off the path of proper behavior; and that I've forgotten where I come from being an 'Ashkenazified', 'Judaized' Arab. So they blamed and they talked—as if that, in itself, made them right.”

Lucy Aharish (1981) Arab-Israeli journalist

Source: Lucy Aharish's campus speech http://www.onlife.co.il/%D7%A2%D7%91%D7%95%D7%93%D7%94/%D7%9E%D7%A0%D7%94%D7%99%D7%92%D7%95%D7%AA-%D7%94%D7%99%D7%95%D7%9D-%D7%90%D7%AA-%D7%94%D7%9E%D7%97%D7%A8/85312/%D7%9C%D7%95%D7%A1%D7%99-%D7%90%D7%94%D7%A8%D7%99%D7%A9-%D7%9C%D7%90-%D7%91%D7%90%D7%AA%D7%99-%D7%9C%D7%9E%D7%A6%D7%95%D7%90-%D7%97%D7%9F-%D7%91%D7%A2%D7%99%D7%A0%D7%99-%D7%90%D7%A3-%D7%90%D7%97%D7%93 at "מנהיגות היום את המחר". Onlife. 9 November 2014. Retrieved 27 January 2015. Video available.

Life, Women, Men, Family

“The powerful have historically tried to impose their will through mechanisms of enforced ignorance such as censorship, secrecy, threats, physical intimidation and violence. This model is difficult to sustain in a networked world based on Enlightenment values. This is not to say that Western democracies have abandoned these heavy-handed tactics, but more often the methods have shifted to more sophisticated ways of maintaining power such as media management, public relations and legal intimidation. In the midst of all this information and misinformation how can we filter out what is important and true?”

Heather Brooke (1970) American journalist

Page 72.
The Revolution Will Be Digitised: Dispatches From the Information War, 1st Edition

World, Way, Democracy

“We conceive the prominent element in present-day industrial management to be: the mental attitude that consciously applies the transference of skill to all the activities of industry. Here emphasis is placed upon the word all, for the restricted application of this principle to machines and tools has been highly developed for a long period. But its conscious application in a broad way to the production departments, and particularly to the workmen, we believe has been made during the last quarter of a century.”

Henry R. Towne (1844–1924) American engineer

Attributed to Henry R. Towne in: William Kent (1914) Investigating an Industry, p. 3-4
Comment: William Kent mentions the "The Engineer as an Economist," (1886) as the source.

Way

“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.”

Thomas A. Kochan (1947) American academic

Source: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction; Republished in: Douglas McGregor. The Human Side of Enterprise 1960/2006. p. 366

People, Nature, Knowledge

“It is quite evident that the Soviet system today represents the exact opposite of almost everything that the left in the West is striving for - obsessive state secrecy rather than freedom of information, centralised bureaucratic control instead of devolved decision making and public accountability, total state power over the individual as opposed to inalienable civil liberties, authoritarian economic management rather than trade union freedom and industrial democracy, and a government-manipulated media instead of greater diversity and choice in news and information sources.”

Peter Tatchell (1952) British gay rights activist

Democratic Defence. London: GMP Publishers. p. 36. ISBN 0-946097-16-X.

Democracy, Decision, Freedom

“The Arab world has seen elections before. However, virtually all of them were artificial affairs, their outcomes never in doubt. They were in the end celebrations of one version or another of autocracy, never a repudiation of them. That kind of state-management is not what has just taken place in Iraq. Millions of people actually made choices, and placed claims on those who will lead them in the future. To act upon one's own world like this, and on such a scale, is what politics in the purest sense is all about. It is why we all, once upon a time, became activists. And it is infectious. The taste of freedom is a hard memory to rub out. No wonder the political and intellectual elites of the Arab world are so worried, and no wonder they were so hostile to everything that happened in Iraq since the overthrow of the Saddam regime. They had longed for failure. They trotted out the tired old formulas of anti-Americanism to impart legitimacy to the so-called Iraqi "resistance to American occupation." But the people of Iraq have put an end to all that. En masse, ordinary people took to the streets in the second great Iraqi revolt against the politics of barbarism exemplified by Abu Musab al Zarqawi's immortal words: "We have declared a bitter war against the principle of democracy and all those who seek to enact it."”

Kanan Makiya (1949) American orientalist

"The Shiite Obligation", Wall Street Journal (February 7, 2005)

Hostility, War, People, World

“Most of the time, organizations generate actions unreflectively and non-adaptively. To justify their actions, organizations create problems, successes, threats and opportunities. These are ideological molecules that mix values, goals, expectations, perceptions, theories, plans, and symbols. The molecules form while people are result watching, guided by the beliefs that they should judge results good or bad, look for the causes of results, and propose needs for action. Because organizations modify their behavior programs mainly in small increments that make sense to top managers, they change too little and inappropriately, and nearly all organizations disappear within a few years.”

William H. Starbuck (1934) American academic

Abstract
"Organizations as action generators," 1983

People, Behavior, Problem, Sense

“My manager will send me anywhere he wants to, 'cause he doesn't have to fuckin' go.”

Ron White (1956) American comedian

You Can't Fix Stupid

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

Mario Savio (1942–1996) American activist

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

Imagination, Universe

“If great managers are catalysts, speeding up the reaction between the individual's talents and the company's goals, then great leaders are alchemists. Somehow they are able to transform our fear of the unknown into confidence in the future.”

Marcus Buckingham (1966) British writer

Source: The One Thing You Need to Know (2005), p. 145

Fear, Confidence, Future, Speed

“As yet the efficiency of selling goods has not been worked out. Most salesmen believe it cannot be done. They claim that there are too many variables in the problem. Perhaps there are, but nobody knows until the experiment has been thoroughly tried. In every case the victories of Efficiency have been won in spite of the most stubborn opposition from the men who were being helped. And one fact is sure - that the first Advertisers and Sales Managers who try out Efficiency and succeed will find themselves in a gold mine. They will have found a better way to enter a market that handles, in an average year, thirty thousand million dollars worth of goods.”

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

Source: 1910s, Ads and Sales (1911), p. 7

Men, Way, Problem, Victory

“Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned.”

Philip B. Crosby (1926–2001) Quality guru

Source: Quality Is Free, 1977, p. 22

Way

“Huebner observes that my use of laugher is my attempt to practice theology in a manner that refuses the attempt to manage the world. In short, my use of laughter is “an appropriate theological antidote to the Constantinian desire for control.””

Stanley Hauerwas (1940) American theologian

Source: The Work of Theology (2015), p. 217

World, Laughter

“It’s simply to say that managers and investors alike must understand that accounting numbers is the beginning, not the end, of business valuation.”

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

1982 Chairman's Letter http://www.berkshirehathaway.com/letters/1982.html Letters to Shareholders (1957 - 2012)

Understanding, Business

“Florentine was now no more than a bright patch on the platform. He managed to see her take out her compact and wipe away the few traces of her tears. He closed his eyes and, as if he were already very far away, cherished that image of Florentine and her powder puff. Then he searched the crowd one last time for her thin, small face and her burning eyes. But she had already turned her back to leave before the train was out of sight.”

Gabrielle Roy book The Tin Flute

Source: The Tin Flute (1945), P.379

Search, Tear, Time, Training

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

World, Way, Learning

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

Barbara Ehrenreich (1941) American writer and journalist

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

Secret, Imagination, Mood, Nature

“I manage to blast through the ridiculous liberal bias of the media and speak right to the hearts of the people - or at least I try.”

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

Source: 2010s, 2015, Crippled America: How to Make America Great Again (2015), p. 80

People, Heart

“The contrast with the Communists is striking. The Communists stood exposed as traitors in 1942-47, when they informed the British government (a Soviet ally) about Quit India activists and served as a mercenary intellectual vanguard for the Muslim League by propagating economic and other secular-sounding arguments for Partition; once more in 1948-50, when they supported the separatist Razâkâr militia in Hyderabad and subsequently started an armed uprising of their own; and yet again in the run-up to the Chinese invasion of 1962, when they clamoured that “China’s chairman is also India’s chairman” and accused India of having started the war with China. But they were always back on top within a short time, fully respected members of the democratic political spectrum. Better still, they managed even to make other parties implement much of the Communist agenda, from the nationalization of the banks to an unnecessary degree of hostility to the West, upheld by Congress and Janata governments alike. Such are the results when you make it your priority to control the ideological air space, rather than the ground level of work among the masses.”

Koenraad Elst (1959) orientalist, writer

2000s, Decolonizing the Hindu Mind (2001)

Hostility, War, Support, Time

“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.”

Morgen Witzel (1960) Canadian historian, business theorist

Source: Fifty key figures in management, 2004, p. 42

Death, Books, World, Communication

“Like a fish in the wind, jumps right out of its knowledge, and lands on the sand. Like when the wind comes ruffling at last, to sailors adrift, trying to manage the broken springs of their muscles, and lever and lift their well rubbed oars, making tiny dents, in the ocean. Like when they're cutting ash poles in the hills, the treetops fall as soft as cloth. Like oak trees swerving out of the hills, and setting their faces to the wind, day after day being practically lifted away, they are lashed to the earth, and never let go, gripping on darkness. All day in a trance of war, men murder each other, but at dusk, silence, only the fingers of fire lifting their questions to the mainland. Is there anybody there, please help. Help. help. Until he's full, and of his own iron will walks on.”

Alice Oswald (1966) British poet

Men, War, Spring, Question

“I had by this time heard a number of his public speeches and was beginning to understand the pattern of their appeal. The first secret lay in his choice of words. Every generation develops its own vocabulary of catchwords and phrases, and these date thoughts and utterances. My own father talked like a contemporary of Bismarck, the people of my own age bore the stamp of Wilhelm II, but Hitler had caught the casual camaraderie of the trenches, and without stooping to slang, except for special effects, managed to talk like a member of his audience. In describing the difficulties of the housewife without enough money to buy the buy the food her family needed in the Viktualien Market he would produce just the phrases she would have used herself to describe her difficulties, if she had been able to formulate them. Where other national orators gave the painful impression of talking down to their audience, he had his priceless gift of expressing exactly their own thoughts.”

Ernst Hanfstaengl (1887–1975) German businessman

Quoted in "Hitler: The Missing Years" - Page 67 - by Ernst Hanfstaengl, John Toland - 1994

Money, Pain, People, Secret

“A controller that cannot control itself is worse than no controller at all: If you cannot manage yourself, you have no business managing others.”

Gerald M. Weinberg (1933–2018) American computer scientist

Source: Quality Software Management: Volume 2, First-order measurement, 1993, p. 9

Business

“I cannot be associated with a publication that dumps a staff member simply because his work has upset some readers. Journalism, when done well, always angers some readers, and it is the duty of the newspaper or magazine’s editors and managers to stand by writers and other members of the staff when readers complain about the analysis and opinions expressed by its staff. This is all the more true in the case of editorial cartoonists, whose very job is satire—and a good satirist never pauses to worry about angering the citizenry.”

Haim Watzman (1956) American writer

In a letter of resignation http://web.archive.org/web/20180726214951/https://www.facebook.com/haim.watzman/posts/10160660063290022?notif_id=1532534669809157&notif_t=feedback_reaction_generic from The Jerusalem Report, on the dismissal of Avi Katz.

Anger

“I have been a vegetarian for a few years and just recently I have become a vegan … I took this step following my inner feeling. … If we think for a moment how man manages animals and what impact he has on animal world we could say he was not human at all. Just think of all slaughter houses and production of beef or poultry where conditions for animals are impossible. Animals are transported in lorries many times without any water, which is extremely cruel. It is not that people are bad, they just don't think about it. … it is unreasonable to expect from people with lower levels of consciousness, who are cruel to animals, to end wars, to stop manipulating others, to help eradicate world poverty. In short as long as consciousness level is low all the disagreements in the world today will remain and possibly increase to the point of annihilation of humans.”

Janez Drnovšek (1950–2008) Slovenian politician

“Vegetarianism would increase the chance for long-term survival of mankind,” interview with Osvoboditev živali (January 2006) http://www.osvoboditev-zivali.org/?arhv=01738.

War, People, World, Feeling

“It was ready-made for them to call an emergency and pretend it was war-time, you know, the war on terrorism is a metaphor, and terrorism is an abstract noun. It's like a "war on dandruff." There's no such thing, you know. It isn't war, it's just a slogan. But using the slogan they got through the U. S. A. Patriot Act, which removes many of our liberties. Nobody made a sound when we lost Habeas Corpus—due process of law—and suddenly Bush managed to get rid of it. Where was a voice on television, aside from mine, that spoke out against this? Where were all those noble jurists, those great lawyers, those lovers of liberty, where the hell were they? They were nowhere!”

Gore Vidal (1925–2012) American writer

2010s, "Gore Vidal: The United States of Amnesia" (2013)

War, Law, Lovers, Hell

“The fact is that middle managers have an effective veto power over whatever risk management system is created. If they don't buy it, it won't happen.”

Adrian Slywotzky (1951) American economist

Adrian J. Slywotzky, ‎Karl Weber (2007) The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs. Crown Business, London. p. 219.

“4-5-1? Never. It was always 4-3-3 for me as a player and as manager, just like [Frank] Rijkaard at Barcelona. With 4-3-3, it's much easier to make combinations going forward. With only one forward, who is he going to pass to? Who is he going to make combinations with? Football is about having the best offensive play possible. I always like to play offensive football and nobody will convince me otherwise.”

Johan Cruyff (1947–2016) Dutch association football player

In an interview with Lawrence Donegan of The Guardian https://www.theguardian.com/football/2005/oct/01/sport.comment6 (1 October 2005).

Football

“Creating a modeling language that is also an executable language has long been a goal of the software community. Many years ago, in 1968 to be exact, while working with software components to successfully develop a telecommunications system, we created a modeling language that was the forerunner to UML. To model components we used sequence diagrams, collaboration diagrams, and state transition diagrams (a combination of state charts and activity diagrams). Our modeling language then seamlessly translated the component models into code. Each code component was in its turn compiled into an executable component that was deployed in our computer system. The computer system was a component management system—thus we had "components all the way down."”

Stephen J. Mellor (1952) British computer scientist

Source: Executable Uml: A Foundation for Model-Driven Architecture, 2002, p. xxiii: Foreword.

Way, Communication

“For any type of social management, It is of great practical importance that levels of quasi-stationary equilibria can be changed in either of two ways: by adding forces in the desired direction, or by diminishing opposing forces.”

Kurt Lewin (1890–1947) German-American psychologist

Source: 1940s, Quasi-Stationary Social Equilibria and the Problem of Permanent Change, 1947, p. 40.

Way, Change

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

Arie de Geus (1930) Dutch businessman

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

Life, People, World, Idea

“The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7.

People