Management Quotes - page 19
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.
Kaoru Ishikawa
The areas traditionally concerned with such systems are: publishing in all its ramification, librarianship, bibliography, documentation, record management, archives and the like. Systematic study of the activities in all these areas has lead to increased recognition of their common features. They are all concerned with information systems, and their study may include in the wider field of 'information science and technology' (as the Americans put it) or 'informatics.
Brian Campbell Vickery
There also must be an internal critique of injustices, of the management of material and human resources, and of abuses of political power. Above all, there must be criticism of the culture itself: its morality, religion, customs, and arts. And there must be demand for respect of the individual's uniqueness, with the society regarded as the medium for individual development and for brotherhood.
Marilyn Ferguson
In the winter of 2008, Jenifer and I visited Chennai Mathematical Institute. This remarkable Institute is the creation of Seshadri. It is a unique blend of an American style liberal arts college with traditional Indian guru one-on-one teaching, adding physics, computer science, history and music to its maths curriculum. Only in India could an intellectual with no business or management experience, who spends all his spare time singing classical south Indian music, have been the catalyst for such a unique educational experiment.
David Mumford
We in India, as a result of our planned economic development, not central planning, but mixed planning, mixed economy, we have experimented with, we have moved to a stage of partial maturity of the economy, when we needed new forms of management, new forms of, expression of the spirit of enterprise, so that the economy can move forward. The compulsion to liberalisation and globalisation arose from this. This is why we say that India's liberalisation is an irreversible process.... and, in a vast country, with millions of people and poverty, rampant, we cannot liberalise recklessly, in such a way that the balance of the society is upset and while some sections would flourish, make profits, the rest of the people would be left without employment and be helpless. Therefore, we have to have a balanced approach to liberalisation and also to globalisation.
K. R. Narayanan
Another reason is because industry is the most important field of human activity, and management is the fundamental element in industry. It is now generally recognized that not bankers, not stockholders, but management is the pivot of business success. It is good management that draws credit, that draws workers, that draws customers. Moreover, whatever changes should come, whether industry is owned by individual capitalists, or by the State, or by the workers, it will always have to be managed. Management is a permanent function of business.
Mary Parker Follett
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.
Richard Rumelt
Nelson's challenge was that he was outnumbered. His strategy was to risk his lead ships in order to break the coherence of his enemy's fleet. With coherence lost, he judged, the more experienced English captains would come out on top in the ensuing melee. Good strategy almost always looks this simple and obvious and does not take a thick deck of PowerPoint slides to explain. It does not pop out of some "strategic management" tool, matrix, chart, triangle, or fill-in-the-blanks scheme. Instead, a talented leader identifi es the one or two critical issues in the situation-the pivot points that can multiply the effectiveness of effort-and then focuses and concentrates action and resources on them.
Richard Rumelt
The highest production and living standards cannot be achieved without a new and human spirit in the industrial world. No industry can succeed without the co-operation of capital, management and labour. Each must be encouraged. Each must be fairly rewarded. Between the three there must be mutual understanding and respect.
Robert Menzies
I do not overlook the important contributions to economic theory in the past whether orthodox or heterodox I correlate them with institutional economics. The classical and communistic economists used as their measure of value the man hour of labor. This is evidently since the incoming of scientific management the engineering economics of efficiency. The Austrian and hedonistic economists deriving from Bentham used as the measure of value the diminishing marginal utility of consumption goods. This is evidently the home economics recently introduced in the college curriculum.
John R. Commons
The difficulty in defining a field for the so-called institutional economics is the uncertainty of meaning of an institution. Sometimes an institution seems to mean a framework of laws or natural rights within which individuals act like inmates. Sometimes it seems to mean the behavior of the inmates themselves. Sometimes anything additional to or critical of the classical or hedonic economics is deemed to be institutional. Sometimes anything that is "economic behavior" is institutional. Sometimes anything that is "dynamic" instead of "static," or a "process" instead of commodities, or activity instead of feelings, or mass action instead of individual action, or management instead of equilibrium, or control instead of laissez faire, seems to be institutional economics.
John R. Commons
MAJOR URWICK and Dr. Metcalf have rendered a conspicuous service by editing this collection of Mary Follett's lectures on business management. They contain teaching which was of importance when the lectures were delivered, and which many people felt should be preserved in a collated form and given a wider public. The circumstances of today have increased that importance. Many people are being called upon to fill new administrative posts, and these lectures teach the principles which should underly all administrative method.
Seebohm Rowntree
First let us ask whether our wealth-creating agencies, particular that of industry, are to be based upon private enterprise of policy management. I can not see how any intelligent observer can have any possible faith in the capacity of political management to provide either stability or progress if it should set out to operate the agencies of wealth creation, particularly industry. It is my firm conviction that any form of 'Government Regulation of Business' is bound to result in an ever-increasing interference with the broad exercise of initiative - the very foundation of the American system. That is the natural evolution of bureaucracy. If that be so, might not the ultimate logical result be the necessity for the socialization of industry through the break down of the profit system induced by the accumulative effect of the ever-increasing political management. We do not need to go far afield to see definite evidences of that possibility.
Alfred P. Sloan
![Starting in 1918 at General Motors I found to my surprise] that if I followed the prevailing practice of intercorporate relations I would no longer be able to determine the rate of return on investment for these accessory divisions individually or as a group. This would necessarily mean that I would lose some degree of managerial control over my area of operations. At that time, material within General Motors was passing from one operating division to another at cost, or at cost plus some predetermined percentage. My divisions in the United Motors Corporation had sold both to outside customers and to their allied divisions at the market price. I knew that I operated a profit-making group, and I wished to continue to be able to demonstrate this performance to the general management, rather than to have my operating results on interdivisional business swallowed up in the extra bookkeeping profits of some other division. It was a case of keeping the information clear. (Alfred P. Sloan)](https://cdn.quotesdtb.com/img/quotes_images_webp/79/alfred-p-sloan-able-960979.webp)
Some see danger in bigness. They fear the concentration of economic power that it brings with it. That is in a degree true. It simply means, however, that industrial management must expand its horizons of responsibility. It must recognize that it can no longer confine its activities to the mere production of goods and services. It must consider the impact of its operation on the economy as a whole in relation to the social and economic welfare of the entire community. For years I have preached this philosophy. Those charged with great industrial responsibility must become industrial statesmen.
Alfred P. Sloan
Many associate the word scientific with physics. But it means much more than that. Scientific management means a constant search for the facts, the true actualities, and their intelligent, unprejudiced analysis. Thus, and in no other way, policies and their administration are determined. I keep saying to the General Motors organization that we are prepared to spend any proper amount of money to get the facts. Only by increased knowledge can we progress, perhaps I had better say survive. That is really research, but few realize research can and should be just as effectively used in all functional branches of industry as in physics.
Alfred P. Sloan
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
