Management Quotes - page 18
I found out later that, NSA had approached the telecommunications companies in February of 2001, this is 8 months before 9/11 asking for all the customer data, that is the billing data on phone calls made from US citizens to other US citizens. In fact, the entire customer set. So, and that's fundamentally what they did after 9/11, here they were asking 8 months before. And what that meant to me was that this was the design from the beginning that management had made the plans to spy on the United States and people in the United States even before 9/11. Ok, then, when 9/11 occurred, that was the pure excuse for them to go in and say, 'now, telecoms, we really need the data now, to be able to do this to be, to protect the United States from terrorism.
William Binney
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 skilful 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 Bunker Gilbreth, Sr.
The greatest misunderstandings occur as to the aims of scientific management. Its fundamental aim is the elimination of waste, the attainment of worth-while desired results with the least necessary amount of time and effort. Scientific management may, and often does, result in expansion, but its primary aim is conservation and savings, making an adequate use of every ounce of energy of any type that is expended.
Frank Bunker Gilbreth, Sr.
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. This transformation was signalled by McGregor, but we must go further.
Douglas McGregor
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.
Douglas McGregor
Human behavior is predictable, but, as in physical science, accurate prediction hinges on the correctness of underlying theoretical assumptions. There is, in fact, no prediction without theory; all managerial decisions and actions rest on assumptions about behavior. If we adopt the posture of the ostrich with respect to our assumptions under the mistaken idea that we are thus "being ‘practical,” or that "management is an art,” our progress with respect to the human side of enterprise will indeed be slow. Only as we examine and test our theoretical assumptions can we hope to make them more adequate, to remove inconsistencies, and thus to improve our ability to predict.
Douglas McGregor
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
It is one of the favorite pastimes of headquarters groups to decide from within their professional ivory tower what help the field organization needs and to design and develop programs for meeting these "needs." Then it becomes necessary to get field management to accept the help provided, and a different role is taken by the staff: that of persuading middle and lower management to utilize the programs.
Douglas McGregor
Management cannot provide a man with self-respect or with the respect of his fellows or with the satisfaction of needs for self-fulfillment. It can create conditions such that he is encouraged and enabled to seek such satisfactions for himself, or it can thwart him by failing to create those conditions.
Douglas McGregor
The outstanding people realised that the job involved more than just writing a good strategic plan. It was also important that top management should understand the plan and be prepared to adopt it. Consequently, the best strategists made sure that executives were involved in decisions at an early stage. The less outstanding people didn't see this, and it had been overlooked by the experts. But, as soon as we showed them our findings, they could see that it made sense.
David C. McClelland
Of the whole population of Hindustan it is notorious that five parts in six are composed of Hindus, the adorers of images, and the whole concerns of trade and manufacture... are entirely under the management of these classes. Were it, therefore, ever so much my desire to convert them to the true faith, it would be impossible, otherwise than through excision of millions of men... but the massacre of a whole people can never be any business of mine.
Jahangir
In spite of several plus points to their credit – like the wisdom, courage, and sagacity of Draupadi, Tara and Damayanti, the keen and lively interest they evinced in their surroundings and also the part played by the former two in the management of their respective realms, the strong sense of duty, love and loyalty to their respective husbands as shown by Kunti, Mandodari and Shakuntala, the carving for knowledge as expressed by Maitreyi – none of them is a model for Hindu women.
Kunti
Scientific management consists in correct interpretation of phenomena, in exact knowledge of laws, principle and the influence of conditions upon results: and in the skilled use of methods adapted to the almost infinitely varying circumstances of individual cases
- Engineering magazine.
Herbert N. Casson
