Quotes about management
page 6

“All the big sportswriters seemed to enjoy writing about me as an ignorant cotton-mill boy with nothing but lint where my brains ought to be. That was all right with me. I was able to fool a lot of pitchers and managers and club owners I wouldn't have been able to fool if they'd thought I was smarter.”

Joe Jackson (1887–1951) American baseball player

This is the Truth! (1949)

Fools, Boy

“A better name for scientific management is "measured functional management." It is not sufficient to call it " labor saving 'management " for it deals with more than labor and labor saving. It is a way for obtaining methods of least waste. It not only saves useless labor, but it improves labor conditions; improves quality of product; prolongs the period of the worker's productivity; conserves, teaches and transfers skill and experience. The committee have caused the Society and the world to recognize at last the importance of the feature of the transference of skill, but they apparently still lack appreciation of the even greater feature of the recording and transference of experience of Mr. Taylor's measured functional management and of micro-motion study. Mr. Taylor's system is best described in his writings entitled A Piece Kate System, Shop Management, and On the Art of Cutting Metals, published by the Society, and Principles of Scientific Management, published by Harper & Brothers.”

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

Source: The present state of art of industrial management, 1913, p. 1224

World, Art, Way, Study

“What takes place within the structure of the leaf, then, with the aid of the wonderful green workmen, is this: A certain number of molecules of water, brought to the leaf from root and stem, are taken in hand and compounded with a certain number of molecules of carbon extracted from the air that has been brought into the leaf laboratory through its mouths or stomata from the outside atmosphere.
When the compound has been effected, we still have the atoms of hydrogen and oxygen that composed the water molecules and the atoms of carbon, but they are so marvelously put together that they no longer constitute the liquid water or the gas in which the carbon was imported. They now constitute an altogether new substance which is termed sugar.
Thus only three elements are dealt with and these very familiar ones. It would seem as if almost any chemist should be able to manage a simple combination like that. But… no human chemist knows how to manage it. There are forces to be invoked in effecting that combination of which no chemist has any knowledge.
Only the chlorophyll grains in the plant leaf have learned the secret, and up to the present they have kept their secret well.”

Luther Burbank (1849–1926) American botanist, horticulturist and pioneer in agricultural science

How Plants are Trained to Work for Man (1921) Vol. 5 Gardening

Secret, Knowledge, Learning, Water

“If active managers win, it has to be at the expense of other active managers. And when you add them all up, the returns of active managers have to be literally zero, before costs. Then after costs, it's a big negative sign”

Eugene Fama (1939) American economist and Nobel laureate in Economics

Cited in: Lawrence Delevingne. " Nobel winner Fama: Active management 'never' good. http://www.cnbc.com/id/102014057" at cnbc.com. 19 Sept. 2014.

“Anyone who has actually had to take responsibility for consequences by running any kind of enterprise — whether economic or academic, or even just managing a sports team — is likely at some point to be chastened by either the setbacks brought on by his own mistakes or by seeing his successes followed by negative consequences that he never anticipated.”

Thomas Sowell (1930) American economist, social theorist, political philosopher and author

Real Clear Politics Nov 2008 http://www.realclearpolitics.com/articles/2008/11/ego_and_mouth.html 2000s

Sport, Success

“Most companies are saddled with institutional constraints. A company's history, for example, may commit it to an industry that now offers limited opportunity. A more common problem is a shareholder constituency that pressures its manager to dance to Wall Street's tune. Many CEOs resist, but others give in and adopt operating and capital-allocation policies far different from those they would choose if left to themselves.”

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

2003 Chairman's Letter http://www.berkshirehathaway.com/letters/2003ltr.pdf Letters to Shareholders (1957 - 2012)

History, Problem, Dance

“The murdered man meets his death in an intriguing and novel manner, which the management asks its customers, as a personal favor, not to reveal to possible future audiences. It remains a secret, chummily shared by those that have seen the play and the four or five million who read it in its original form as a Saturday Evening Post story a year or so ago. p. 320”

Dorothy Parker (1893–1967) American poet, short story writer, critic and satirist

Dorothy Parker: Complete Broadway, 1918–1923 (2014) https://openlibrary.org/books/OL25758762M/Dorothy_Parker_Complete_Broadway_1918-1923, Chapter 5: 1922

Death, Secret, Reading, Future

“If economists could manage to get themselves thought of as humble, competent people on a level with dentists, that would be splendid.”

John Maynard Keynes book Essays in Persuasion

Essays in Persuasion (1931), Economic Possibilities for our Grandchildren (1930)

People

“Our central argument is that industrial relations practices and outcomes are shaped by the interactions of environmental forces along with the strategic choices and values of American managers, union leaders, workers and public policy decision makers.”

Thomas A. Kochan (1947) American academic

Source: The transformation of American industrial relations, 1986, p. 5

Decision

“He thought he was a good poet but he was not. He thought books could tell him how to live but they couldn't. He was a serious but dazed reader. He read Dante and Shakespeare and Nietzsche and Freud. He read modern poetry and books on psychiatry. He had taken a degree in English, couldn't, decided to farm, bought a goat farm, managed a Confederate museum in a cave on his property, wrote poetry, went broke, became a golf pro.”

Walker Percy book The Second Coming

The Second Coming (1980)

Books, Reading

“The American system of management, in my opinion, also relies too much on outsiders to help make business decisions., and this is because of the insecurity that American decision makers feel in their jobs, as compared with most top Japanese corporate executives.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 178.

Feeling, Business, Decision, Help

“In some individual actions a very high level of simulation was achieved, e. g. in chess or Go. However, we are still very far from being able to model all human behaviors, even very primitive ones. The number of decisions made every day turns out to be so huge that it will take a long time until a device capable of dealing with all the problems, a device of which actions would be indistinguishable from human ones, will be created. We cannot predict if and when this will happen, because from previous experience it appears that no forecast in this area managed to meet the reality.”

Zygmunt Vetulani (1950) Polish mathematician

Tumiłowicz, Bronisław (February 2018): Zrób sobie mózg https://www.tygodnikprzeglad.pl/zrob-sobie-mozg/. Przegląd (6/2018): pp. 58–59.

Behavior, Problem, Reality, Decision

“Let me deal here with what General Motors includes and with the responsibility that rests on its management.”

Alfred P. Sloan (1875–1966) American businessman

Alfred P. Sloan in The Turning Wheel, 1934

“All my staff stood by me, the players stood by me, you stood by me, and your job now is to stand by our new manager. That’s important. My retirement doesn’t mean the end of my time at the club. I’ll now be able to enjoy watching them, rather than suffering with them. But, if you think about it, the last-minute goals, the comebacks, even the defeats, are all part of this great football club of ours. It’s been an unbelievable experience for all of us, so thank-you for that. I want to say thank-you to Manchester United. Not just the directors, coaching staff, medical staff, the players, the fans, but to all of you - you have been the most fantastic experience of my life. I’ve been very fortunate. I have been able to manage some of the greatest players in the country, let alone Manchester United. All the players here today have represented this club the proper way. They won the championship in a fantastic fashion, so well done to the players. To the players, I wish them every success in the future. You all know how good you are, you know the jersey you are wearing, you know what it means to everyone here and don’t ever let yourselves down.”

Alex Ferguson (1941) Scottish footballer and manager

Daily Mirror (12 May 2013) http://www.mirror.co.uk/sport/football/news/manchester-united-manager-sir-alex-1885487].

Life, Way, Fashion, Thinking

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

Behavior, Literature

“Savage tribes used physical force to manage their women. The club and the lash were their only arguments. Moslem fanatics go a step further in saying women have no souls.”

Rebecca Latimer Felton (1835–1930) American politician

'Why I Am a Suffragist? essay, dated May 14, 1915. Cornerstones of Georgia History, p. 165 http://books.google.com/books?id=0qdkKS2F42MC&pg=PA165&lpg=PA165&dq=rebecca+latimer+felton+why+i+am+a+suffragist&source=bl&ots=B1fM_lWjgv&sig=bOmSGdPp921qKNy3TlmDU3uWaEc#v=onepage&q=rebecca%20latimer%20felton%20why%20i%20am%20a%20suffragist&f=false.

Women, Soul

“Pleasers … make up what Earl Shorris has called “the oppressed middle,” the middle-managers who enjoy “the comforts of fearful people” and pay by submitting to their superiors’ definitions of happiness and success.”

Sam Keen (1931) author, professor, and philosopher

Source: The Passionate Life (1983), p. 82

Happiness, People, Fear, Success

“I have seen a man in London, who I believe is now living, ring twelve bells at one time; two of them were placed upon his head, he held two in each hand, one was affixed to each of his knees, and two upon each foot; all of which he managed with great adroitness, and performed a vast variety of tunes.”

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

pg. 293
The Sports and Pastimes of the People of England (1801), Bell ringing

Time

“Your company may have a reputation for brilliant leadership, outstanding innovation, clever branding and effective change management, but the business could fail if the world changes and you are unprepared.”

Patrick Dixon book Futurewise

Futurewise (1998)

World, Business, Change

“I was never concerned with statistics - scoring goals, my records. The only thing I was concerned about was winning. The association changed my life. It changed my career and it changed my stats. I went to Chicago for three years but I was never a Blackhawk. I was treated well by the fans and by management, but I only had mediocre years. I still had a Red Wing on my forehead, on my backside and over my heart. I was existing, nothing more. Then, I retired for four years.”

Ted Lindsay (1925–2019) Canadian ice hockey player

Quoted in Kevin Shea, "One on One with Ted Lindsay," http://www.legendsofhockey.net/html/spot_oneononep196607.htm Legends of Hockey.net (2004-11-09). Lindsay was traded to Chicago from Detroit because he tried to unionize players, angering Detroit's owners.

Life, Change, Heart

“In principle, every social situation involves strategic interaction among the participants. Thus, one might argue that proper understanding of any social situation would require game-theoretic analysis. But in actual fact, classical economic theory did manage to sidestep the game-theoretic aspects of economic behavior by postulating perfect competition, i. e., by assuming that every buyer and every seller is very small as compared with the size of the relevant markets, so that nobody can significantly affect the existing market prices by his actions.”

John Harsanyi (1920–2000) hungarian economist

Source: "Games with Incomplete Information," 1997, p. 136

Behavior, Game, Understanding, Perfection

“I have just finished one painting and am already at work on the preliminary drawings for the next one. I must do something in order to get rid of such habits or I won't manage to find time for any vacation. I have had this new painting in my mind since January, and must get it down on canvas.”

Wassily Kandinsky (1866–1944) Russian painter

Quote from his letter to Freundlich, 15 July 15, 1938; as cited in Kandinsky in Paris: 1934-1944 - exhibition catalog, published by The Solomon K. Guggenheim Foundation, New York, 1985, p. 27
1930 - 1944

Time, Drawing, Painting

“Management tries to make the best use of the resources available.”

Edith Penrose (1914–1996) economist

Source: The Theory of the Growth of the Firm, 1959, p. 5

“Few writers who have managed to acquire his reputation can have been so much at the mercy of crude emotion.”

Alan Sillitoe (1928–2010) British writer

Martin Seymour-Smith Guide to Modern World Literature (London: Hodder & Stoughton, [1973] 1975) vol. 1, p. 337.
Criticism

“When an individual's or group's basic survival is threatened, stress becomes tremendous, and productivity drops. Under these conditions a manager's ability to reason and maintain a proper focus on developing plans or solutions to a crisis is extremely difficult.”

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

Source: Crisis Management: A Model For Managers (1993), p. 14

“For the credit of muscular Christianity, one must say that it was not her weight, but the tumult in his own inner man, which made her bearer totter. Nevertheless, if one is wholly unused to the exercise, the carrying a healthy young English girl weighing a good eight stone, is as much as most men can conveniently manage.”

Thomas Hughes book Tom Brown at Oxford

Tom Brown is carrying his future wife, Mary Porter, who has sprained her ankle walking in the woods.
Source: Tom Brown at Oxford (1861), Ch. 34

Men, Exercises, Girl

“Effective coordination of throughput required the placing of vigorous management controls over these despots.”

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

Source: The Visible Hand (1977), p. 266; Cited in: Best (1990, p. 56).

“Democracy cannot consist solely of elections that are nearly always fictitious and managed by rich landowners and professional politicians.”

Ernesto Che Guevara (1928–1967) Argentine Marxist revolutionary

On Growth and Imperialism (1961)

Democracy

“Economics is the study of how society manages its scarce resources. In most societies, resources are allocated not by an all-powerful dictator but through the combined actions of millions of households and firms.”

N. Gregory Mankiw (1958) American economist

Source: Principles of Economics (1998-), Ch. 1. Ten Principles of Economics; p. 4

Study

“All free governments are managed by the combined wisdom and folly of the people.”

Thaddeus Stevens (1792–1868) American politician

James A. Garfield, as quoted in Many Thoughts of Many Minds : A Treasury of Quotations from the Literature of Every Land and Every Age (1896) edited by Louis Klopsch, p. 116
Misattributed

Wisdom, People

“The higher people get, the more evolved and psychologically healthy people get, the more will enlightened management policy be necessary in order to survive in competition and the more handicapped will be an enterprise with an authoritarian policy.”

Abraham Maslow (1908–1970) American psychologist

Summer notes on social psychology of industry and management at Non-Linear Systems, inc., Del Mar, California, ‎Non-Linear Systems, Inc, 1962, p. 81.
1940s-1960s

People

“I have managed to conceal my madness fairly effectively, and as far as I know it hasn't hurt anybody badly, for which I am grateful.”

William Saroyan (1908–1981) American writer

My Heart's in the Highlands (1939)

Hurt, Madness

“Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others, which are thought of as seasoned growth industries, have actually stopped growing. In every case the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management.”

Theodore Levitt (1925–2006) American economist and professor at Harvard Business School

Source: Marketing Myopia, 1960, p. 1; Lead paragraph

Failure, Season

“Then came those years in which I was forced to recognize the existence of a drive within me that had to make itself small and hide from the world of light. The slowly awakening sense of my own sexuality overcame me, as it does every person, like an enemy and terrorist, as something forbidden, tempting, and sinful. What my curiosity sought, what dreams, lust and fear created — the great secret of puberty — did not fit at all into my sheltered childhood. I behaved like everyone else. I led the double life of a child who is no longer a child. My conscious self lived within the familiar and sanctioned world; it denied the new world that dawned within me. Side by side with this I lived in a world of dreams, drives and desires of a chthonic nature, across which my conscious self desperately built its fragile bridges, for the childhood world within me was falling apart. Like most parents, mine were no help with the new problems of puberty, to which no reference was ever made. All they did was take endless trouble in supporting my hopeless attempts to deny reality and to continue dwelling in a childhood world that was becoming more and more unreal. I have no idea whether parents can be of help, and I do not blame mine. It was my own affair to come to terms with myself and to find my own way, and like most well-brought-up children, I managed it badly.”

Hermann Hesse book Demian

Source: Demian (1919), p. 135

Life, Children, Secret, World

“Scientific Management is not a new "system," something "invented" by a man called F. W. Taylor, a passing novelty." It is something much deeper, an attitude towards the control of human systems of co-operation of all kinds rendered essential by the immense accretion of power over material things ushered in by the industrial revolution…
What Taylor did was not to invent something quite new, but to synthesise and present as a reasonably coherent whole ideas which had been germinating and gathering force in Great Britain and the United States throughout the nineteenth century. He gave to a disconnected series of initiatives and experiments a philosophy and a title; complete unity was not within his scope… It was left to others to extend his philosophy to other functions and especially to Henri Fayol, a Frenchman, to develop logical principles for the administration of a large-scale undertaking as a whole.
It detracts nothing from Taylor's greatness to see him thus as a man who focussed his thought of the preceding age, carried that thought forward with a group of friends and colleagues whose united contribution was so outstanding as to constitute a "golden age" of management in the United States and laid the intellectual foundations on which all subsequent work in Great Britain and many other countries has been based. But it is impossible to understand Taylor's achievement or the significance of Scientific Management for our society, unless his individual work is seen against the background of this larger whole of which it is only a part.”

Lyndall Urwick (1891–1983) British management consultant

Vol I. p. 16-17; as cited in: Harry Arthur Hopf. Historical perspectives in management https://catalog.hathitrust.org/Record/009425985. Ossining, N.Y., 1947. p. 4-5 1940s, The Making Of Scientific Management, 1945

Age, Idea, Understanding, Parting

“It has been said that man lives by truth, and that the truth will make us free. Nearly the opposite seems to me to be the case. Mankind has managed to live only by means of lies, and the truth may very well destroy us.”

Walter Terence Stace (1886–1967) British civil servant, educator and philosopher.

p.15.

Truth

“Yes, there is some truth to the accusation that I resented being bypassed for Groat in 1960. He had a good season but the records will show I contributed a lot more to winning the pennant. I think, too, that a lot of the writers were moved by their racial feelings. An MVP endorsement looks good in the record of a potential manager, and it'll be a long time before we have a colored manager; longer still before there will be a colored Puerto Rican manager. Anyway, it wasn't my 'imagination' hurting me when I complained, it really was my neck. […] And the doctor says the wrenching of my neck was caused by some unconscious adjustment I had been trying to make because of my back.”

Roberto Clemente (1934–1972) Puerto Rican baseball player

As quoted in "All-Star Case of Roberto Clemente"
Baseball-related, <big><big>1970s</big></big>, <big>1970</big>

Truth, Color, Feeling, Imagination

“It can be argued that the U. S. brokerage and investment banking industry has transformed the modern American stock market into nothing more than a mechanism for transferring wealth from shareholders to management.”

Peter D. Schiff (1963) American entrepreneur, economist and author

Quotes from Crash Proof (2006)

Wealth

“A fundamental change is taking place in the nature and application of technology in business, a change with profound and far-reaching implications for companies of every size and shape. A multimillion dollar research program conducted by the DMR Group, Inc., studied more than 4,500 organizations in North America, Europe, and the Far East to investigate the nature and impact of changes in technology. The synthesis and analysis of this information indicate that information technology is going through its first paradigm shift. Driven by the demands of the competitive business environment and profound changes in the nature of computers, the information age is evolving into a second era. Computing platforms in most organizations today are not able to deliver the goods for corporate rebirth. It is only through open network computing that the open networked client/server enterprise can be achieved. In nontechnical language this book shows managers and professionals how to take immediate action for the short-term benefits of the new technology while positioning their organizations for long-term growth and transformation…”

Don Tapscott (1947) Canadian businessman

Don Tapscott and Art Caston (1993) Paradigm Shift: The New Promise of Information Technology. McGraw Hill, Inc. Abstract

Books, Age, Business, Nature

“Paul Krugman is a very smart and very annoying person. Over the past few years he's been hammering away at political and economic advocates for austerity policies with unmitigated glee and derision. He does so with a brio and condescension that some people can find off-putting -- but that doesn't mean that he's wrong. … Look, I think Paul Krugman has a few policy blind spots. His method of argumentation alienates as many people as it attracts. But he's not wrong when he's talking about austerity. In his response, Michael Kinsley has managed to embody the conventional wisdom in Washington -- and in doing so, embody every policy caricature of Paul Krugman's worldview.”

Daniel Drezner (1968) American journalist

The worst piece of conventional wisdom you will read this year http://www.foreignpolicy.com/posts/2013/05/16/the_worst_piece_of_conventional_wisdom_you_will_read_this_year (MAY 16, 2013)

Wisdom, People, Thinking, Past

“All free governments are managed by the combined wisdom and folly of the people.”

James A. Garfield (1831–1881) American politician, 20th President of the United States (in office in 1881)

Letter to B. A. Hinsdale, (21 April 1880), in The Nation's Hero — In Memoriam : The Life of James Abram Garfield (1881) by J. M. Bundy, p. 216 http://books.google.com/books?id=mlTUAAAAMAAJ 1880s

Wisdom, People

“Khamenei is certainly better educated than the late Khomeini. At least he can speak and write correct Persian and Arabic, something the late Ayatollah never managed. From available evidence Khamenei also has a better knowledge of Islam and its history than Khomeini did. Nevertheless, Khamenei has never been accepted as a theologian or Islamic scholar, but as a political leader, bestowing on him a degree of dangerous ambiguity. That ambiguity enables him to hit much higher than his weight by using his political position as long as the going is good. However, the slightest sign that his political power may be on the wane or seriously challenged could expose him as a prophet without armor. And that, in the context of Iran’s violent politics, created of the same substance as angels or not, is a dicey situation to be in, to say the least.”

Amir Taheri (1942) Iranian journalist

The Supreme Guide and the Substance of the Angels http://english.aawsat.com/2015/08/article55344963/the-supreme-guide-and-the-substance-of-the-angels, Ashraq Al-Awsat (31 Aug, 2015).

Education, Angels, History, Knowledge

“I'm out there on my own this season as a ball player. Right now, I don't think the fans care anything about me being a vice-president of the club or what I would do as a manager. That's all out this season. It's the old Babe on the old job—a ball player. It has been the only job I ever knew. It was the only job that put me where I happen to be right now. I'd rather make good as a ball player this season than anything I ever did. I'm not kidding myself. I'm not going to be any Tris Speaker in that outfield. The old dogs are going to do a lot of barking. But they've barked before. And you know—a barking dog seldom bites.”

Babe Ruth (1895–1948) American baseball player

As quoted in "'Never Happier in My Life' Ruth Tells Grantland Rice..."

Dogs, Thinking, Season

“They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be.”

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

If Japan Can...Why Can't We? (1980)

People, Way, Thinking

“Management plays a very important part in the government of undertakings: of all undertakings, large or small, industrial, commercial, political, religious or other. I intend to set forth my ideas here on the way in which that part should be played.”

Henri Fayol (1841–1925) Developer of Fayolism

Source: General and industrial management, 1919/1949, p.xxi cited in: Harold R. Pollard (1974) Developments in management thought. p. 88

Way, Idea, Parting

“If management can identify the negatives of its preferred option, the other policies around the star model can be designed to counter the negatives while achieving the positives.”

Jay R. Galbraith (1939–2014) American business theorist

Jay R. Galbraith (2002), Designing organizations: an executive guide to strategy, structure, and process. p. 15

Star

“Doctors, chess grand masters and football quarterbacks share a trait: the ability to recognize patterns and learn from them. A doctor can connect symptoms to causes and use that to make a diagnosis and offer a prescription. Top quarterbacks and grand masters can sense the shape of unfolding play, and profit from that knowledge.
Great managers are also skilled at pattern recognition. Every industry is reshaped by patterns of strategic change that can dramatically shift profit and power.”

Adrian Slywotzky (1951) American economist

Source: Profit Patterns (1999), p. 2.

Knowledge, Sense, Learning, Change

“The swift victory of the railway over the waterway resulted from organizational as well as technological innovation. Technology made possible fast, all-weather transportation; but safe, regular, reliable movement of goods and passengers, as well as the continuing maintenance and repair of locomotives, rolling stock, and track, roadbed, stations, roundhouses and other equipment, required the creation of a sizable administrative organization. It meant the employment of an administrative command of middle and top executives to monitor, evaluate, and coordinate the work of managers responsible for the day-to-day operations. It meant, too, the formulation of brand new types of internal administrative procedures and accounting and statistical controls. Hence, the operational requirements of the railroads demanded the creation of the first administrative hierarchies in American business.”

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

Source: The Visible Hand (1977), p. 87.

Business, Victory, Weather

“He (Rigaud) the unpleasant impression that he was returning to his point of departure, to the scene of his unhappy childhood, and that he was sensing the invisible presence of his mother, just when he had managed to forget the wretched woman: all his memory of her were unpleasant. And r once again he would have to remain a prisoner in the garden for hours upon hour …the thought made him shiver. The war was playing a dirty trick on him in forcing him to return to the prison that had been his childhood, from which he had escaped so long ago. Reality was now resembling the nightmares he regularly had: it was the beginning of new term in the school dormitory…..”

Patrick Modiano (1945) French writer

Source: Honey Moon (1990), p. 57

War, School, Departure, Reality

“Nearly fifty years ago… Douglas McGregor launched a debate over how to manage The Human Side of the Enterprise. By comparing what he called Theory X and Theory Y perspectives, he challenged the management profession to reexamine its assumptions about the motivations employees bring to their jobs. The question was: Could employees be trusted and empowered to do good work, or did they have to be closely directed, monitored, and controlled to act in the interests of the firm? While McGregor’s Theory Y sparked important innovations in human resource practices, it did not challenge fundamental assumptions underpinning the 20th Century organizational model. If, as is widely recognized, human capital and knowledge are the most important sources of value for the 21st Century organization, then fundamental assumptions about the relationship between work and organizations will also need to be challenged.”

Thomas A. Kochan (1947) American academic

Source: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction

Motivation, Question, Knowledge

“.. everything has conspired to keep from me the leisure and quiet which I could wish in order to answer you. I have also made two journeys to Paris, the last one to attend the funeral of poor Emile Diaz [son of the Barbizon-painter Narcisse Virgilio Díaz, ] of whom you ask news. His poor father was almost mad with grief, which, however, we managed to calm. You were as if present, and our thoughts associated you with the sad scene. During the return my wife was taken ill, and day by day a neuralgic attack came on which has left her very feeble. I do not know what to do, my dear friend. At the commencement I had thought of leaving her at Martigues, but now her mental condition would not permit of my leaving her. She would be afraid of being ill without me there beside her. I think I had better wait until the result of this last attack shall have left her.”

Théodore Rousseau (1812–1867) French painter (1812-1867)

Quote from Rousseau's letter to Ziem, 1856; as cited in The Barbizon School of Painters: Corot, Rousseau, Diaz, Millet, Daubigny, etc., by D. C. Thomson; Scribner and Welford, New York 1890 – (copy nr. 78), pp. 135-136
The quiet life at Barbizon was at this time broken by the death of the only son of Díaz, and by the mental distortion of Rousseau's own wife
1851 - 1867

Sadness, Thinking, Waiting, Madness

“The greatest moment is when you realize that the painting you've just finished is nothing. When you manage to detach yourself from it.”

Bram van Velde (1895–1981) Dutch painter

1970's, Conversations with Samuel Beckett and Bram van Velde (1970 - 1972)

Painting

“What people call an "Interruption" is simply new input inappropriately managed.”

David Allen (1945) American productivity consultant and author

19 June 2009 https://twitter.com/gtdguy/status/2240630593 Official Twitter profile (@gtdguy) https://twitter.com/gtdguy

People

“What seems to emerge is not a moral reprimand of the management scientist, but rather a moral problem of the profession, a wicked moral problem.”

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

Source: 1960s - 1970s, Guest editorial: Wicked problems (1967), p. 142 cited in: Rob Hundman (2010) Weerbarstig veranderen. p. 38

Problem

“Aquaculture is an important aspect of homestead polyculture, for it facilitates the management of a variety of crops in a single production area.”

Ken Kern American writer

p, 125
The Owner-Built Homestead (1977)

“Stop trying to protect, to rescue, to judge, to manage the lives around you... remember that the lives of others are not your business. They are their business. They are God’s business... even your own life is not your business. It also is God’s business. Leave it to God. It is an astonishing thought. It can become a life-transforming thought... unclench the fists of your spirit and take it easy... What deadens us most to God’s presence within us, I think, is the inner dialogue that we are continuously engaged in with ourselves, the endless chatter of human thought. I suspect that there is nothing more crucial to true spiritual comfort... than being able from time to time to stop that chatter...”

Frederick Buechner (1926) Poet, novelist, short story writer, theologian

Telling Secrets (1991)

Life, God, Business, Thinking

“Then there's power. There was a time when people cooed over Ferraris that developed 200 horsepower, whereas today 2.0 litre Escorts can manage that. It's almost impossible to buy a car that won't do a hundred. (If you really want one, various Mercedes diesels make a pretty good stab at it.) Then there's the environment. The Volkswagen Beetle could kill a rain forest at 400 paces whereas today's Golf trundles around with tulips coming out of its exhaust. The gas coming out of a Sab is actually cleaner than the air that went in. That's true, that is.”

Jeremy Clarkson book Born to be Riled

Source: Born to be Riled (1999), p. 21

People, Cars, Time

“When a condition of honesty and sincerity is recognized to exist, errors of judgment, defects of ability, are sympathetically endured. They are expected. Employees don’t ascribe infallibility to leaders or management. What does disturb them is insincerity and the appearance of insincerity when the facts are not in their possession.”

Chester Barnard (1886–1961) American businessman

Source: Organization and Management: Selected Papers (1948), p. 11

Error, Appearance, Sincerity

“Assuredly men of merit are never lacking at any time, for those are the men who manage affairs, and it is affairs that produce the men. I have never searched, and I have always found under my hand the men who have served me, and for the most part I have been well served.”

Catherine the Great (1729–1796) Empress of Russia

As quoted in Woman Through the Ages;; (1908) by Emil Reich, p. 155

Men, Search, Time, Parting

“Ukraine has managed to preserve their language and culture, and national pride, which made it possible to assemble the force that could stand up to Russia. Belarusians, on the contrary, had been robbed, taking the national history and make sure that by 1917 the country did not exist, and all that it has today — thanks to Russia. People are deprived of their history and national identity, will not go to the square to fight for something that does not feel or understand.”

Uladzimir Nyaklyayew (1946) Belarusian politician and writer

Некляев в Вашингтоне http://naviny.by/rubrics/politic/2016/04/01/ic_articles_112_191337 // naviny.by (in Russian)

People, Feeling, History, Understanding

“Seemed to have made peace with the bad times. Some manage that with comparative ease. Others remain crippled for life. Those are not the sort who remain soldiers. They become ex-soldiers and get intimate with wine or poppies.”

Glen Cook book Soldiers Live

Source: Soldiers Live (2000), Chapter 131, “Around Taglios: Aerial Recon” (p. 736)

Life, Peace, Wine, Time

“Mr. President, you are not leading this Nation—you're just managing the Government. You don't see the people enough any more. Some of your Cabinet members don't seem loyal. There is not enough discipline among your disciples. Don't talk to us about politics or the mechanics of government, but about an understanding of our common good. Mr. President, we're in trouble. Talk to us about blood and sweat and tears. If you lead, Mr. President, we will follow.”

Bill Clinton (1946) 42nd President of the United States

As quoted by President Jimmy Carter during his Malaise Speech, delivered on 15 July 1979 http://www.slate.com/articles/podcasts/whistlestop/2015/07/when_ted_kennedy_challenged_incumbent_president_jimmy_carter_for_the_democratic.html. 1970s

People, Understanding, Tear

“Problem solving has traditionally been taken to be an essential function of management. Through systems thinking, however, we have come to doubt the existence of problems and solutions to them.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1970s, Redesigning the future, 1974, p. 20.

Problem, Thinking

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

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

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

People, Age, Knowledge, Time

“There are two dominant mindsets in the world of business or any kind of organization.One is a productive mindset, and it says it's a good idea to seek valid knowledge, it's a good idea to craft your conversations so you make explicit what you are thinking and trying to examine. You craft them in such a way that you can test, as clearly as you can, the validity of your claims. Truth is a good idea. All the managerial functions—accounting, all of them—have a fundamental notion that the productive mindset is what ought to be used to manage human beings.Then there's another mindset I call the defensive mindset. The idea is that even if you are seeking valid knowledge, you are seeking only that kind of valid knowledge that protects yourself or your organization or your department—it is defensive. From a defensive mindset point of view, truth is a good idea when it isn't threatening or upsetting. If it is, massage it, spin it. But if you massage it and spin it, you're violating the espoused theory of good management. When you spin, you have to cover up the fact that you're spinning. And in order for a cover up to work, it too has to be covered up.”

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

Chris Argyris (2004) in: " Surfacing Your Underground Organization http://hbswk.hbs.edu/archive/4456.html" on hbswk.hbs.edu by Mallory Stark, 11/1/2004

Truth, World, Way, Idea

“Two Japanese soldiers have climbed over the garden wall and are about to break into our house. When I appear they give the excuse that they saw two Chinese soldiers climb over the wall. When I show them my party badge, they return the same way. In one of the houses in the narrow street behind my garden wall, a woman was raped, and then wounded in the neck with a bayonet. I managed to get an ambulance so we can take her to Kulou Hospital… Last night up to 1,000 women and girls are said to have been raped, about 100 girls at Ginling Girls' College alone. You hear nothing but rape.
get the normal city life going as soon as possible. In the latter process we are glad to cooperate in any way we can. But even last night between 8 and 9 p. m. when five Occidental members of our staff and Committee toured the Zone to observe conditions, we did not find any single Japanese patrol either in the Zone or at the entrances!”

John Rabe (1882–1950) German businessman

17 December 1937

Life, Women, Way, Girl

“We are forced, in equity, to share the government with the working class…If there is a free contract, in open market, between capital and labour, it cannot be right that one of the two contracting parties should have the making of the laws, the management of the conditions, the keeping of the peace, the administration of justice, the distribution of taxes, the control of expenditure, in its own hands exclusively. It is unjust that all these securities, all these advantages, should be on the same side…Before this argument the ancient dogma, that power attends on property, broke down. Justice required that property should-not abdicate, but-share its political supremacy.”

John Dalberg-Acton, 1st Baron Acton (1834–1902) British politician and historian

Letter to Mary Gladstone (1881)

Peace, Justice, Law

“We now have single corporate enterprises employing hundreds of thousands of workers, having hundreds of thousands of stockholders, using billions of dollars' worth of the instruments of production, serving millions of customers, and controlled by a single management group. These are great collectives of enterprise, and a system composed of them might well be called "collective capitalism."”

Gardiner C. Means (1896–1988) American economist

Source: The Corporate Revolution in America, 1957, p. 288

““Spelling is not an artificial skin of verbal expression, it is a deep structure that is revealed in the spelled image." by Smita Nair Jain at The first Global Alumni Leadership Summit organized by the Indian Institute of Management - Bangalore Alumni Association 2015””

Smita Nair Jain (1969) Indian Author, screenwriter and playback singer

“What I want to try to prove to you and make clear to you is that the principles of scientific management when properly applied, and when a sufficient amount of time has been given to make them really effective, must in all cases produce far large and better results, both for the employer and the employees, than can possibly be obtained under even this very rare type of management which I have been outlining, namely, the management of ‘initiative and incentive’, in which those on the management’s side deliberately give a very large incentive to their workmen, and in return the workmen respond by working to the very best of their ability at all times in the interest of their employers. I want to show you that scientific management is even far better than this rare type of management.”

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

Source: Testimony of Frederick W. Taylor... 1912, p. 107.

Time

“The role of expectations is not limited to monetary policy but is crucial in many areas of economics, as Bob showed in his later research on investment, unemployment, taxation, public debt management, and asset pricing. In all of these situations, the appropriate evaluation of policy takes account of the way that expectations would be rationally formed.”

Robert Barro (1944) American classical macroeconomist

Source: Nothing Is Sacred (2002), p. 29

Way

“Where such a separation is complete one group of individuals, the security holders and in particular the stockholders, performs the function of risk-takers and suppliers of capital, while a separate group exercises control and ultimate management. In such a case, if profits are to be received only by the security holders, as the traditional logic of property would require, how can they perform both of their traditional economic roles? Are no profits to go to those who exercise control and in whose hands the efficient operation of enterprise ultimately rests? …Furthermore, if all profits are earmarked for the security holder, where is the inducement for those in control to manage the enterprise efficiently? When none of the profits are to be received by them, why should they exert themselves beyond the amount necessary to maintain a reasonably satisfied group of stockholders.”

Adolf A. Berle (1895–1971) American diplomat

1967, p. 303
The Modern Corporation and Private Property. 1932/1967

Exercises

“One of the hardest-to-down myths about the evolution of mass production at Ford is one which credits much of the accomplishment to 'scientific management.' No one at Ford—not Mr. Ford, Couzens, Flanders, Wills, Pete Martin, nor I—was acquainted with the theories of the 'father of scientific management,' Frederick W. Taylor. Years later I ran across a quotation from a two-volume book about Taylor by Frank Barkley Copley, who reports a visit Taylor made to Detroit late in 1914, nearly a year after the moving assembly line had been installed at our Highland Park plant. Taylor expressed surprise to find that Detroit industrialists 'had undertaken to install the principles of scientific management without the aid of experts.' To my mind this unconscious admission by an expert is expert testimony on the futility of too great reliance on experts and should forever dispose of the legend that Taylor's ideas had any influence at Ford.”

Charles E. Sorensen (1881–1968) American businessman

Source: My Forty Years with Ford, 1956, p. 41

Books, Idea

“The policies — determining who would be drafted and who would be deferred, who would serve and who would escape, who would die and who would live — were an antidemocratic disgrace … I am angry that so many of the sons of the powerful and well placed … managed to wangle slots in reserve and National Guard units. Of the many tragedies of Vietnam, this raw class discrimination strikes me as the most damaging to the ideal that all Americans are created equal and owe equal allegiance to their country.”

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

1990s, My American Journey (1996)

Country

“But as president of General Motors, I realized our thinking affected the lives of hundreds of thousands directly and influenced the economic welfare of many important communities, in some of which we were almost the sole provider. In some way, visible or invisible, as we expanded, the economic welfare of millions was becoming linked with the welfare of General Motors. Previously, when industry was smaller, the absorbing problems of industrial management were largely limited to the fields of engineering, production and distribution. Out of its endeavors in these fields had come a continuous stream of new products, providing new comforts and making possible better ways of living. General Motors was becoming large through a, but only because it was rendering a service to community. As its volume of business expanded it became able to do more for workers, stockholders and customers.”

Alfred P. Sloan (1875–1966) American businessman

Source: Adventures of a White-Collar Man. 1941, p. 144

Way, Communication, Business, Problem

“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.”

Richard M. Burton (1939)

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

World, Way, Learning

“In the end, the real mystery, for one who reads the primary works of paranoid scholarship, is not how the United States has been brought to its present dangerous position but how it has managed to survive at all.”

Richard Hofstadter The Paranoid Style in American Politics

The Paranoid Style in American Politics (1964)

Reading

“Who will demand accountability for the failure of our national political leadership involved in the management of this war? They have unquestionably been derelict in the performance of their duty. In my profession, these types of leaders would immediately be relieved or court martialed.”

Ricardo Sanchez (1953) United States Army Lieutenant General

Reporters and editors luncheon address (2007)

War, Failure

“The distinction between true and false consciousness, real and immediate interest still is meaningful. But this distinction itself must be validated. Men must come to see it and to find their way from false to true consciousness, from their immediate to their real interest. They can do so only if they live in need of changing their way of life, of denying the positive, of refusing. It is precisely this need which the established society manages to repress to the degree to which it is capable of “delivering the goods” on an increasingly large scale, and using the scientific conquest of nature for the scientific conquest of man.”

Herbert Marcuse book One-Dimensional Man

Source: One-Dimensional Man (1964), pp. xlv-xlvi

Life, Men, Way, Nature

“I distinguish two kinds of "applied" research: problem-solving research — government or commercially initiated, centrally managed and institutionally coupled to a plan for application of the results, useful science — investigator-initiated, competitively evaluated and widely communicated. Then we have basic science — useful also, also investigator-initiated, competitively evaluated and widely communicated.”

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

Source: Confessions of a Technophile (1994), p. 31

Communication, Problem, Science

“P. S. Managed to avoid the hoyden Emily Thompkinson, who has purloined my creation and added things of her own. Nefarious Creature!”

Emma Thompson (1959) British actress and writer

Golden Globe Award Speech

“In fact, the nation's biggest investment pools are the retirement funds of the large corporations and governmental bodies, such as the California Public Employees Retirement System (CALPERS), which manages an astounding $170 billion. These plans receive a level of professional management that even the nations wealthiest investors can only dream of.”

William J. Bernstein (1948) economist

Source: The Four Pillars of Investing (2002), Chapter 3, The Market Is Smarter Than You Are, p. 85.

Dreams

“(Enterprise Architecture is) the set of descriptive representations (i. e., models) that are relevant for describing an Enterprise such that it can be produced to management's requirements (quality) and maintained over the period of its useful life.”

John Zachman (1934) American computer scientist

Zachman (1987) cited in: Antonio Laganà, Marina L. Gavrilova, Vipin Kumar (2004) Computational Science and Its Applications -- ICCSA 2004. p. 604

Life

“I see too many academics forgetting what I think our job is in management, and that is to organize available knowledge; develop new knowledge, of course, but organize it in such a way that it can be useful to practicing managers to underpin management. I am surprised as I watch the literature, that some people are discovering what we’ve known for years. For example, some things like this: that technology affects management organization. I found that out when I was in the airline industry a few years ago and I never thought it was anything very surprising. Another, that the actual managing depends on the situation… I thought, my gosh, there must be something new there. Only to find, after spending a lot of time reading, that there wasn’t anything, and I don’t know any practicing manager who doesn’t manage in light of the situation. I think we have to agree that management theory and science should underpin practice, otherwise why develop it?”

Harold Koontz (1909–1984)

Harold Koontz in: Ronald G. Greenwood. Harold Koontz: A Reminiscence Presented at the meetings of the Academy of Management, Boston, August 14, 1984; as cited in Wren & Bedeian (2009;419-420)

People, Way, Literature, Knowledge

“Because the managerial élites are now so large and have such a dominant effect on our educational system, we are actually teaching most people to manage, not to think. Not only do we not reward thought, we punish it as unprofessional.”

John Ralston Saul book The Unconscious Civilization

The Unconscious Civilization (1995)

People, Education, Thinking

“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.””

Constantinianism Policies

Stanley Hauerwas, The Work of Theology (2015), p. 217

World, Laughter

“I have to say that I haven't met an aggressive beggar in London. In New York, crossing 58th Street from the Plaza Oyster Bar to the Wyndham Hotel, I came up against a huge black man in a long, dark overcoat who said, in deep and threatening tones, "Give me fifty dollars!" I managed to ask him if he would be content with thirty-five and, rather to my surprise, he said, "All right, give me thirty-five dollars!"”

John Mortimer (1923–2009) English barrister, dramatist, screenwriter and author

And so the deal was done.
Source: Where There's a Will: Thoughts on the Good Life (2003), Ch. 24 : Giving Money to Beggars

“The DARPA model has three elements:
Ambitious goals. The agency’s projects are designed to harness science and engineering advances to solve real-world problems or create new opportunities. At Defense, GPS was an example of the former and stealth technology of the latter. The problems must be sufficiently challenging that they cannot be solved without pushing or catalyzing the science. The presence of an urgent need for an application creates focus and inspires greater genius.
Temporary project teams. DARPA brings together world-class experts from industry and academia to work on projects of relatively short duration. Team members are organized and led by fixed-term technical managers, who themselves are accomplished in their fields and possess exceptional leadership skills. These projects are not open-ended research programs. Their intensity, sharp focus, and finite time frame make them attractive to the highest-caliber talent, and the nature of the challenge inspires unusual levels of collaboration. In other words, the projects get great people to tackle great problems with other great people.
Independence. By charter, DARPA has autonomy in selecting and running projects. Such independence allows the organization to move fast and take bold risks and helps it persuade the best and brightest to join.”

Regina E. Dugan (1963) American businesswoman, inventor, and technology developer

“Special Forces” Innovation: How DARPA Attacks Problems (2013)

People, World, Nature, Problem

“• Increase of P108.907 million for Jail Facilities under the Bureau of Jail Management and Penology to be sourced from the cut in Monitoring and Evaluation Cost of PAMANA and the Grassroots Participatory Program of the DILG-OSEC;”

Francis Escudero (1969) Filipino politician

2014, Speech: Sponsorship Speech for the FY 2015 National Budget

“Seventy percent of all IT projects fail—and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around.”

Jeanne W. Ross (1958) American computer scientist

IT governance, 2004

Books, Help

“There is so much to be learned by studying how Dr. Ishikawa managed to accomplish so much during a single lifetime. In my observation, he did so by applying his natural gifts in an exemplary way. He was dedicated to serving society rather than serving himself. His manner was modest, and this elicited the cooperation of others. He followed his own teachings by securing facts and subjecting them to rigorous analysis. He was completely sincere, and as a result was trusted completely.”

Joseph M. Juran (1904–2008) Quality guru

Joseph M. Juran (1989), cited in: Russell T. Westcott, "Leave A Legacy". Quality Progress. December 2009. p. 63.

Way, Nature, Study, Learning

“One of the most interesting things about business to me is that I find so many business men who are willing to try experiments. I should like to tell you about two evenings I spent last winter and the contrast between them. I went one evening to a drawing-room meeting where economists and M. Ps. talked of current affairs, of our present difficulties. It all seemed a little vague to me, did not seem really to come to grips with our problem. The next evening it happened that I went to a dinner of twenty business men who were discussing the question of centralization and decentralization. Each one had something to add from his own experience of the relation of branch firms to the central office, and the other problems included in the subject. There I found L hope for the future. There men were not theorizing or dogmatizing; they were thinking of what they had actually done and they were willing to try new ways the next morning, so to speak. Business, because it gives us the opportunity of trying new roads, of blazing new trails, because, in short, it is pioneer work, pioneer work in the organized relations of human beings, seems to me to offer as thrilling an experience as going into a new country and building railroads over new mountains. For whatever problems we solve in business management may help towards the solution of world problems, since the principles of organization and administration which are discovered as best for business can be applied to government or international relations. Indeed, the solution of world problems must eventually be built up from all the little bits of experience wherever people are consciously trying to solve problems of relation. And this attempt is being made more consciously and deliberately in industry than anywhere else.”

Mary Parker Follett (1868–1933) American academic

Source: Dynamic administration, 1942, p. xxi-xxii

Men, People, World, Hope

“Belief in the stable state serves primarily to protect us from apprehension of the threats inherent in change. Belief in stability is a means of maintaining stability, or at any rate the illusion of stability. But the most threatening situations are those that confront us with uncertainty, and by ‘uncertainty’, I don’t mean risk, which is a probability ratio which we all know how to handle, particularly those who are managers of industry. We can deal with risk.”

Donald A. Schön (1930–1997) American academic

Donald Schon " REITH LECTURES 1970: Change and Industrial Society: Lecture 1: The Loss of the Stable State http://downloads.bbc.co.uk/rmhttp/radio4/transcripts/1970_reith1.pdf" at the BBC, 15 November 1970 – Radio 4; cited in: Richard Duane Carter (1981) Future challenges of management education. p. 102

Change

“The Methods of Industrial Management. — A committee of the American Society of Mechanical Engineers made an extensive canvass in the fall of 1912 to determine what were the new elements in modern management as well as what the committee designated as the regulative principles of industrial management. The committee confirmed Adam Smith's statement made in 1776 in his Wealth of Nations, in which he held that the application of the principle of division of labor was the basis of manufacture. The committee also agreed with Charles Babbage, who in his work entitled Economy of Machinery and Manufacture written in 1832, added another principle, namely the transference of skill.”

Hugo Diemer (1870–1937) American mechanical engineer

(1921, p. 10)
Factory organization and administration, 1910

Wealth

“We never had any use for Taylor or any of the efficiency or scientific management crowd. They never realized that human toil was the last thing in the world you had to be efficient about; the only way to be really efficient is to eliminate it entirely, and this would have been heresy to any of the Taylor, Gant, Barth, Cook efficiency crowd.
It is sad to contemplate that men of the technical ability of the names mentioned in this paragraph were so lame in their thinking and social outlook that they missed the boat so completely. Who in hell wants to be efficient with a shovel, and what sense would there be even if you succeeded? They should have had their heads opened with a shovel; it might have been more effective.”

Howard Scott (1890–1970) American engineer

Source: History and Purpose of Technocracy, 1965, p. 7-8

Men, World, Sadness, Way

“The Cold War ideology and the international communist conspiracy function in an important way as essentially a propaganda device to mobilize support at a particular historical moment for this long-time imperial enterprise. In fact, I believe that this is probably the main function of the Cold War: it serves as a useful device for the managers of American society and their counterparts in the Soviet Union to control their own populations and their own respective imperial systems.”

Noam Chomsky (1928) american linguist, philosopher and activist

Source: Quotes 1960s-1980s, 1970s, Government in the Future, 1970, p. 143.

War, Way, Support, Time

“I have more respect for this man than any of my previous managers, and I played for Fred Haney, Danny Murtaugh and Bobby Bragan. This fellow makes me feel that he really appreciates what I do. When he has something to tell you, he tells you in front of everybody. You don’t hear it from some newspaperman. I don’t see why people say he has a big mouth. He knows this business real good and he is doing a great job. He works with the players and he gives them more confidence. Matty Alou never did anything until he came to this man. Donn Clendenon is having his best year and also Willie Stargell. And me, too. That is the reason I want to win so bad. I never played with a club that put out 100 percent like this one. If somebody gets down he comes and talks to the others. No matter what happens, we get together and solve everything. I don’t even think we tried this hard to win in 1960 when they won the pennant and the World Series.”

Roberto Clemente (1934–1972) Puerto Rican baseball player

As quoted in "Walker, Clemente Bury Hatchet, Spread Praise" https://news.google.com/newspapers?id=SnQsAAAAIBAJ&sjid=wssEAAAAIBAJ&pg=3539%2C4912308 by the Associated Press, in The Spartanburg Herald (Wednesday, September 28, 1966), p. 12 Baseball-related, <big><big>1960s</big></big>, <big>1966</big>

People, World, Feeling, Confidence