"The whole object of the organization is to get cooperation, to get to each individual the benefit of all the knowledge and all the experience of all individuals." (Hamilton M Barksdale, 1909)
"It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone." (Frederick W Taylor, "Principles of Scientific Management", 1911)
"The concept of management as a specific body of knowledge and practice forming the basis of a specialized profession. […] Wherever human activities are carried out in an organized and co-operative form, there management must be found." (Lyndall Urwick, "The Making Of Scientific Management", 1945)
"[...] when a variety of tasks have all to be performed in cooperation, synchronization, and communication, a business needs managers and a management. Otherwise, things go out of control; plans fail to turn into action; or, worse, different parts of the plans get going at different speeds, different times, and with different objectives and goals, and the favor of the 'boss' becomes more important than performance." (Peter F Drucker, "People and Performance", 1977)
"A systematic effort must be made to emphasize the group instead of the individual. [...] Group goals and responsibilities can usually overcome any negative reactions to the individual and enforce a standard of cooperation that is attainable by persuasion or exhortation." (Eugene Raudsepp, MTS Digest, 1987)
"The manager must decide what type of group is wanted. If cooperation, teamwork, and synergy really matter, then one aims for high task interdependence. One structures the jobs of group members so that they have to interact frequently [...] to get their jobs done. Important outcomes are made dependent on group performance. The outcomes are distributed equally. If frenzied, independent activity is the goal, then one aims for low task interdependence and large rewards are distributed competitively and unequally." (Gregory P Shea & Richard A Guzzo, Sloan Management Review, 1987)
"Enterprise architecture is a holistic representation of all the components of the enterprise and the use of graphics and schemes are used to emphasize all parts of the enterprise, and how they are interrelated. [...] Enterprise architectures are used to deal with intra-organizational processes, interorganizational cooperation and coordination, and their shared use of information and information technologies. Business developments, such as outsourcing, partnership, alliances and Electronic Data Interchange, extend the need for architecture across company boundaries." (Gordon B Davis," The Blackwell encyclopedic dictionary of management information systems", 1999)
"Enterprise architecture" (EA) promotes the belief that an enterprise, as a complex system, can be designed or improved in an orderly fashion achieving better overall results than ad-hoc organization and design. EA is a co-operative effort of designers, analysts and managers and uses enterprise models in the process [...] enterprise models carry meaning. This resulted in requirements for the enterprise engineering process, which - if not met - can limit the viability of the process. The analysis of the same factors resulted in requirements for improved Enterprise Modelling Tools." (Peter Bernus, "Enterprise models for enterprise architecture and ISO9000: 2000", 2003)
"Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result." (Simon Sinek, "Leaders Eat Last: Why Some Teams Pull Together and Others Don't", 2014)
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