500+ Sourced quotes
In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist... The first order of business is to let the employees have adequate income. Their humanity must be respected, and they must be given an opportunity to enjoy their work and lead a happy life.
Management wins Stanley Cups. Players can only do their best. You've got to bring the right ingredients to make a Stanley Cup winner and if the manager is not doing his job, the players can only do so much. You produce and do what's right, but if you don't have the talent there, you're not going to win many games.
For the most part, these are not new lessons, but lessons learned in different circumstances and surroundings. The fact that they are not new is of course a lesson in itself — we must continually strive to benefit from past experiences and structure our management so that past related experience can be brought to bear on current problems.
The world and all its wisdom is but a booby, blundering school-boy that needs management and could be managed, if men and women would be human beings instead of just business men, or plumbers, or army officers, or commuters, or educators, or authors, or clubwomen, or traveling salesmen, or Socialists, or Republicans, or Salvation Army leaders, or wearers of cloths.
This gives the agents of the gods a powerful area of support. All they need to do is to remind their followers constantly of their mortality and to convince them that the afterlife itself is under the personal management of the particular gods they are promoting. The self-protective urges of their worshippers will do the rest.
The domain of organization theory is coming to resemble more of a weed patch than a well-tended garden. Theories of the middle range (Merton, 1968; Pinder and Moore, 1979) proliferate, along with measures, terms, concepts, and research paradigms. It is often difficult to discern in what direction knowledge of organizations is progressing — or if, it is progressing at all. Researchers, students of organization theory, and those who look to such theory for some guidance about issues of management and administration confront an almost bewildering array of variables, perspectives, and inferred prescriptions.
The older disciplines of Architecture and Manufacturing have accumulated considerable bodies of product knowledge through disciplined management of the "product definition" design artifacts. This has enabled enormous increases in product sophistication and the ability to manage high rates of product change over time. Similarly, disciplined production and management of "Enterprise definition" (i. e. the set of models identified in the Framework for Enterprise Architecture) should provide for an accumulation of a body of Enterprise knowledge to facilitate enormous increases in Enterprise sophistication and accommodation of high rates of Enterprise change over time.
The successes of modern control theory in the design of highly accurate space navigation systems have stimulated its use in the theoretical analyses of economic and biological systems. Similarly, the effectiveness of computer simulation techniques in the macroscopic analyses of physical systems has brought into vogue the use of computer-based econometric models for purposes of forecasting, economic planning, arid management.
Some of the biggest changes have been in the process of generating business strategies—what I call strategy work. Around 1980, the received wisdom was to decentralize into business units, which would each generate a strategic plan. These plans were then amalgamated up the hierarchy, in some portfolio way, for senior management. That approach has all but disappeared, and we've seen a dramatic recentralization of strategy work.
One of the basic troubles with radio and television news is that both instruments have grown up as an incompatible combination of show business, advertising and news. Each of the three is a rather bizarre and demanding profession. And when you get all three under one roof, the dust never settles. The top management of the networks with a few notable exceptions, has been trained in advertising, research, sales or show business. But by the nature of the corporate structure, they also make the final and crucial decisions having to do with news and public affairs. Frequently they have neither the time nor the competence to do this.
Higher education is the place where people who had big plans in high school get stuck in fierce rivalries with equally smart peers over conventional careers like management consulting and investment banking. For the privilege of being turned into conformists, students (or their families) pay hundreds of thousands of dollars in skyrocketing tuition that continues to outpace inflation. Why are we doing this to ourselves?
Industrial production, the flow of resources in the economy, the exertion of military effort in a war theater-all are complexes of numerous interrelated activities. Differences may exist in the goals to be achieved, the particular processes involved, and the magnitude of effort. Nevertheless, it is possible to abstract the underlying essential similarities in the management of these seemingly disparate systems.