"Management of many is the same as management of few. It is a matter of organization." (Sun Tzu, "The Art of War", cca. 5th century BC)
"And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new." (Nicolo Machiavelli, cca. 1505)
"The art of management has been defined, 'As knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way.' No concise definition can fully describe an art, but the relations between employers and men form without question the most important part of this art. In considering the subject, therefore, until this part of the problem has been fully discussed, the remainder of the art may be left in the background." (Frederick W Taylor, "Shop Management", 1903)
"The writer feels that management is also destined to become more of an art, and that many of the, elements which are now believed to be outside the field of exact knowledge will soon be standardized tabulated, accepted, and used, as are now many of the elements of engineering." (Frederick W Taylor, "Shop Management", 1903)
"The principal object of management should be to secure the maximum prosperity for the employer coupled with the maximum prosperity for each employee." (Frederick W Taylor, "Principles of Scientific Management", 1911)
"To manage is to forecast and plan, to organize, to command, to coordinate and to control. To foresee and plan means examining the future and drawing up the plan of action. To organize means building up the dual structure, material and human, of the undertaking. To command means binding together, unifying and harmonizing all activity and effort. To control means seeing that everything occurs in conformity with established rule and expressed demand." (Henri Fayol, 1916)
"There is some confusion today as to the meaning of scientific management. This concerns itself with the nature of such management itself, with the scope or field to which such management applies, and with the aims that it desires to attain. Scientific management is simply management that is based upon actual measurement. Its skillful application is an art that must be acquired, but its fundamental principles have the exactness of scientific laws which are open to study by everyone. We have here nothing hidden or occult or secret, like the working practices of an old-time craft; we have here a science that is the result of accurately recorded, exact investigation." (Frank B Gilbreth Sr., "Applied Motion Study", 1917)
"Failure to succeed greatly in management usually occurs not so much from lack of knowledge of the important principles of the science of management as from failure to apply them. Most of the principles of successful management are old, and many of them have received sufficient publicity to be well known, but managers are curiously prone to look upon managerial success as a personal attribute that is slightly dependent on principles or laws." (Allan C Haskell, "How to Make and Use Graphic Charts", 1919)
"For any manager to utilize graphic methods for visualizing the vital facts of his business, in the first place it must be impressed upon his that the method will produce the results for him and then he must know how to get up a chart correctly, and last, but far from least, he must know what the essential facts of his business are. Charts, in themselves, mean little and like many another force for the accomplishment of good, if misdirected, may result unprofitably." (Allan C Haskell, "How to Make and Use Graphic Charts", 1919)
"The concept of management as a specific body of knowledge and practice forming the basis of a specialised profession. […] Wherever human activities are carried out in an organised and co-operative form, there management must be found." (Lyndall Urwick, "The Making Of Scientific Management", 1945)
"Good management are rarely overcompensated to an extent that makes any significant difference with respect to the stockholder's position. Poor management are always overcompensated, because they are worth less than nothing to the owners." (Benjamin Graham, "The Intelligent Investor", 1949)
"[...] authority - the right by which superiors are able to require conformity of subordinates to decisions - is the basis for responsibility and the force that binds organization together. The process of organizing encompasses grouping of activities for purposes of management and specification of authority relationships between superiors and subordinates and horizontally between managers. Consequently, authority and responsibility relationships come into being in all associative undertakings where the superior-subordinate link exists. It is these relationships that create the basic character of the managerial job." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"If charts do not reflect actual organization and if the organization is intended to be as charted, it is the job of effective management to see that actual organization conforms with that desired. Organization charts cannot supplant good organizing, nor can a chart take the place of spelling out authority relationships clearly and completely, of outlining duties of managers and their subordinates, and of defining responsibilities." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"The essence of managership is the achievement of coordination among people. Coordination is a complex concept, including principles by which harmonious enterprise activity can be accomplished and the many techniques for achieving the greatest synchronized effort." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)
"Management tries to make the best use of the resources available." (Edith Penrose, "The Theory of the Growth of the Firm", 1959)
"Management is a distinct process consisting of planning, organising, actuating and controlling; utilising in each both science and art, and followed in order to accomplish pre-determined objectives." (George R Terry, "Principles of Management", 1960)
"The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?" (Douglas McGregor, "The Human Side of Enterprise", 1960)
"[System dynamics] is an approach that should help in important top-management problems [...] The solutions to small problems yield small rewards. Very often the most important problems are but little more difficult to handle than the unimportant. Many [people] predetermine mediocre results by setting initial goals too low. The attitude must be one of enterprise design. The expectation should be for major improvement [...] The attitude that the goal is to explain behavior; which is fairly common in academic circles, is not sufficient. The goal should be to find management policies and organizational structures that lead to greater success." (Jay W Forrester, "Industrial Dynamics", 1961)
"We have endeavored to stress the appropriateness of each system to its own specific set of conditions. Equally, we desire to avoid the suggestion that either system is superior under all circumstances to the other. In particular, nothing in our experience justifies the assumption that mechanistic systems should be superseded by organic in conditions of stability. The beginning of administrative wisdom is the awareness that there is no one optimum type of management system". (Tom Burns, "The Management of Innovation", 1961)
"If cybernetics is the science of control, management is the profession of control." (Anthony S Beer, "Decision and Control", 1966)
"Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups." (Harold Koontz, "Principles of Management", 1968)
"Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals." (Daniel A Wren, "The evolution of management thought", 1972)
"[Management] has authority only as long as it performs." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"Organizationally what is required - and evolving - is systems management." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"There is a point of complexity beyond which a business is no longer manageable." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"The worker's effectiveness is determined largely by the way he is being managed. (Peter F Drucker, Management: Tasks, Responsibilities, Practices", 1973)
"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, "Competent Manager", 1982)
"Management manages by making decisions and by seeing that those decisions are implemented." (Harold Geneen, "Managing", 1984)
"Management: The definition that includes all the other definitions in this book and which, because of that, is the most general and least precise. Its concrete, people meaning - the board of directors and all executives with the power to make decisions - is no problem, except for the not-so-little matter of where to draw the line between managers who are part of 'the management' and managers who are not. (Robert Heller, "The Pocket Manager", 1987)
"Management skills are only part of what it takes. [...] Managers must also be corporate warriors or leaders. These unique individuals are the problem identifiers. They possess a strong sense of vision; view firefighting as an opportunity to do things differently and smarter; and are business strategists who help identify key corporate growth issues." (John W Aldridge, Management Review, December 1987)
"Visible management attention, rather than management exhortation, gets things done. Action may start with the words, but it has to be backed by symbolic behavior that makes those words come alive." (Robert H Waterman, "The Renewal Factor", 1987)
No comments:
Post a Comment