Division Quotes - page 13
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
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
The basic rules of classification are
- Each characteristic of division must produce at least two classes
- Only one principle of division must be used at a time, to produce mutually exclusive classes.
- The species of any genius must be completely exhaustive of their parent class.
Brian Campbell Vickery
Throughout the nineteenth century, apart from the division in theoretical sciences and arts, classifiers attempted to divide the sciences into two groups. Already they had before them the examples of Francis Bacon (speculative and descriptive) and Hobbes (quantitative and qualitative). For Coleridge, the sciences were either pure (Grammar, Logic, Rhetoric, Mathematics, Metaphysics) or mixed. Arthur Schopenhauer's similar groups were called pure and empirical, Wilhelm Wundt in 1887 called them formal and empirical, Globot mathematical and theoretical, and the St. Louis Congress of Arts and Sciences (1904) normative and physical.
Brian Campbell Vickery
In the emerging picture of mankind in the universe, the future (if it exists) will surely entail discoveries about space and time which will open up whole new perspectives in the relationship between mankind, mind, and the uni-verse.... But what is now? There is no such thing in physics; it is not even clear that ‘now' could ever be described, let alone explained, in terms of physics.... Notions such as ‘the past,' ‘the present' and ‘the future' seem to be more linguistic than physical.... There is no universal now, but only a personal one-a ‘here and now.' This strongly suggests that we look to the mind, rather than to the physical world, as the origin of the division of time into past, present, and future....There is none of this in physics.... No physical experiment has ever been performed to detect the passage of time. As soon as the objective world of reality is considered, the passage of time disappears like a ghost into the night.
Paul Davies
There is nobody who is not surprised of the small price of pins; but we shall be even more surprised, when we know how many different operations, most of them very delicate, are mandatory to make a good pin. We are going to go through these operations in a few words to stimulate the curiosity to know their detail; this enumeration will supply as many articles which will make the division of this work... The first operation is to have brass go through the drawing plate to calibrate it.
Henri-Louis Duhamel du Monceau
Market-Garden was the biggest airborne operation of World War II, which is to say of all time. The D-day assault included 20,000 parachutists, some 1,500 transport planes, and about 500 gliders, and was protected by over 1,000 Allied fighters. In this D-day landing the 101st had over 400 C-47 transport aircraft and 70 gliders carrying nearly 7,000 officers and men. The remainder of the division arrived progressively by air and ship over the next six days. Our initial mission was to secure fifteen miles of highway extending from Eindhoven to Veghel and to seize and hold the bridges in the area for use of the spearhead units of the British Second Army advancing from the south. Although our objectives were scattered, I insisted on putting all the troops arriving the first day into a compact area between Zon and Veghel in order to have them within supporting distance of each other at the outset.
Maxwell D. Taylor
A standard question for a new man was why he had volunteered for parachuting and whether he enjoyed it. On one occasion, a bright-eyed recruit startled me by replying to the latter question with a resounding "No, sir." "Why, then, if you don't like jumping did you volunteer to be a parachutist?" I asked. "Sir, I like to be with people who do like to jump," was the reply. I shook his hand vigorously and assured him that there were at least two of us of the same mind in the Division.
Maxwell D. Taylor
The imperative of plasticity requires that advances in productive or destructive powers be achieved through the subversion of fixed plans of social division and hierarchy and of stark contrasts between task setting and task following. All possible combinations have to be tried out, as quickly and as freely as possible. The only structure that can be allowed to subsist is one that offers the fewest obstacles to this principle of pitiless recombination.
Roberto Mangabeira Unger
[Another significant aspect of the concept of growth is the distinction that Mesarovic and Pestel draw between "undifferentiated" and "organic" growth. The former type of growth, according to these authors, consists of mere replication of cells by cellular division, usually expotentially, with an increase in quantity alone. The latter type of growth] involves a process of differentiation, which means that various groups of cells begin to differ in structure and function... During and after differentiation the number of cells can still increase, and the organs grow in size, but while some organs grow, others might celine.
Mihajlo D. Mesarovic
Power is not a pre-existing thing which can be handed out to someone, or wrenched from someone. We have seen again and again the failure of "power" conferred. You could give me dozens of cases. The division of power is not the thing to be considered, but the method of organization which will generate power.
Mary Parker Follett
The method applied by Newton to the grounding of the Infinitesimal Calculus, and which since the beginning of this century has been recognised by the best mathematicians as the only one that furnishes sure results, is the method of limits. The method consists in this, viz., instead of considering a continuous transition from one value of a quantity to another, from one position to another, or, speaking generally, from one determination of a concept to another, one considers in the first place a transition through a finite number of intervals and then allows the number of these intervals to increase so that the distances of two successive points of division all decrease infinitely.
Bernhard Riemann
In the preceding section attention was called to the fact that every point p of the straight line produces a separation of the same into two portions such that every point of one portion lies to the left of every point of the other. I find the essence of continuity in the converse, i. e., in the following principle:
"If all points of the straight line fall into two classes such that every point of the first class lies to the left of every point of the second class, then there exists one and only one point which produces this division of all points into two classes, this severing of the straight line into two portions."
...every one will at once grant the truth of this statement; the majority of my readers will be very much disappointed in learning that by this commonplace remark the secret of continuity is to be revealed.
Richard Dedekind
Back in the mid-1990s I was researching strategy in the global electronics industry. I interviewed 20 to 30 executives, CEOs, and division managers and asked fairly simple questions. Which company was the leader in their market? How did that company become the leader? What's their own company's strategy?
I saw an interesting pattern. Most executives easily explained how companies became market leaders: Some sort of window of opportunity opened, and the leader was the company that was the first to successfully jump through that window. Not exactly the first mover but the first to get it right.
But when I asked these same executives about their own strategies, I heard a lot about doorknob polishing. They were doing 360-degree feedback, forming alliances, outsourcing, cutting costs, and so on. None of them even mentioned taking a good position quickly when the industry changes.
Richard Rumelt
The division of opinion turns on the definition of property and the scope of contract. Physical things of themselves are powerless. Even liberty to choose between opportunities is passive and ineffective. But power to withhold opportunities is economic power, and associated power is government. When therefore liberty of contract is merged with property, it adds the liberty of persons to the exclusive holding of things. And this liberty operates in the several directions of liberty to combine their property into an industrial government and to act as a unit, not only in proportioning their resources economically but also in choosing opportunities, in commanding obedience, in persuading or coercing, and in planning for the expectations of an indefinite future.
John R. Commons
