Management

"As we look over the list of the early leaders of the republic, Washington, John Adams, Hamilton, and others, we discern that they were all men who insisted upon being themselves and who refused to truckle to the people. With each succeeding generation, the growing demand of the people that its elective officials shall not lead but merely register the popular will has steadily undermined the independence of those who derive their power from popular election. The persistent refusal of the Adamses to sacrifice the integrity of their own intellectual and moral standards and values for the sake of winning public office or popular favor is another of the measuring rods by which we may measure the divergence of American life from its starting point."

"He who has never learned to obey cannot be a good commander."

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader."

"The born leader is a fiction invented by 'born followers'. Leadership is not a gift at birth; it is an award for growing to full moral stature. It is the only prize that a man must win everyday. The prize is the respect of others, earned by the disciplines that generate self-respect."

"A political leader must keep looking over his shoulder all the time to see if the boys are still there. If they aren’t still there, he’s no longer a political leader."

"And I have learned that leadership is, more often than not, the art of choosing the least worst among evils."

"A new leader has to be able to change an organization that is dreamless, soulless and visionless … someone's got to make a wake up call."

"Leadership is understanding people and involving them to help you do a job. That takes all of the good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill, implacability, as well as determination not to accept failure."

"The object of leadership may be stated as having a system whereby a leader recognizes what is good for the good of the government, for the good of the nation, for the good of humanity, and recognizes the qualities he has and what he can do within his own limitations. He cannot do, and should not attempt to do, the impossible, but he should not fail to attempt something that might be extremely difficult and may be possible."

"When we think we lead, we are most led."

"No man will make a great leader who wants to do it all himself, or to get all the credit for doing it."

""Safety first" has been the motto of the human race for half a million years; but it has never been the motto of leaders. A leader must face danger. He must take the risk and the blame, and the brunt of the storm."

"A leader must have the courage to act against an expert's advice."

"A leader has to appear consistent. That doesn't mean he has to be consistent."

"Persistence in a single view has never been regarded as a merit in political leaders."

"You must surely know by now, Winters, that a leader’s authority is limited to giving her followers orders that they will actually obey."

"When...perfect order.. prevails, the world is like a Commonwealth State shared by all, not a dictatorship. Virtuous, worthy, wise and capable people are chosen as leaders... Honesty and trust are promoted, and good neighborliness cultivated... All people respect and love their own parents and children, as well as the parents and children of others... The aged are cared for until death; adults are employed in jobs that make full use of their abilities; and children are nourished, educated, and fostered;...orphans... the disabled and the diseased are all well taken care of.... They hate not to make use of their abilities... they do not necessarily work for their own self-interest... Thus intrigues and conspiracies do not arise, and thievery and robbery do not occur; therefore doors need never be locked.. This is the ideal world – a perfect world of equality, fraternity, harmony, welfare, and justice."

"I never had much faith in leaders. I am willing to be charged with almost anything, rather than to be charged with being a leader. I am suspicious of leaders, and especially of the intellectual variety. Give me the rank and file every day in the week."

"The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader."

"It is not a question of how well each process works, the question is how well they all work together."

"Management is doing things right; leadership is doing the right things."

"Successful leaders don’t start out asking, "What do I want to do?" They ask, "What needs to be done?" Then they ask, "Of those things that would make a difference, which are right for me?" They don’t tackle things they aren’t good at. They make sure other necessities get done, but not by them. Successful leaders make sure that they succeed! They are not afraid of strength in others. Andrew Carnegie wanted to put on his gravestone, "Here lies a man who knew how to put into his service more able men than he was himself.""

"Don't follow leaders, watch your parkin' meters."

"I am firmly convinced that the passionate will for justice and truth has done more to improve man's condition than calculating political shrewdness which in the long run only breeds general distrust. Who can doubt that Moses was a better leader of humanity than Machiavelli?"

"Now I think, speaking roughly, by leadership we mean the art of getting someone else to do something that you want done because he wants to do it."

"Character in many ways is everything in leadership. It is made up of many things, but I would say character is really integrity. When you delegate something to a subordinate, for example, it is absolutely your responsibility, and he must understand this. You as a leader must take complete responsibility for what the subordinate does. I once said, as a sort of wisecrack, that leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well."

"The essence of leadership is to get others to do something because they think you want it done and because they know it is worth while doing -- that is what we are talking about."

"Throughout the Old Testament we see God choosing what is weak and humble to represent him (the stammering Moses, the infant Samuel, Saul from an insignificant family, David confronting Goliath, etc.). Paul tells us that God chooses the weak things of the world to confound the mighty. Here, however, we have a striking contradiction. In Constantine God is supposedly choosing an Augustus, a triumphant military leader. This vision and this miracle are totally impossible. But they are not impossible in the context of Christianity that is already off the rails, that thinks of God as the one who directs history and is the motive power in politics."

"Vivacity, leadership, must be had, and we are not allowed to be nice in choosing. We must fetch the pump with dirty water, if clean cannot be had."

"Many times leaders have one agenda, followers have another."

"The quality of leadership, more than any other single factor, determines the success or failure of an organization."

"If you command wisely, you'll be obeyed cheerfully."

"When a leader correctly identifies real hurt and insecurity in our country, and instead of addressing it, goes to look for someone to blame, there is perhaps nothing more devastating to a pluralistic society. Leadership knows that most often a good place to start in assigning blame is to look somewhat closer to home. Leadership knows where the buck stops."

"Humility helps, character counts. Leadership does not knowingly encourage or feed ugly or debased appetites in us. Leadership lives by the American creed, “E pluribus unum.” From many one. American leadership looks to the world and just as Lincoln did, sees the family of man."

"All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership."

"The old man was as American as it got, but in what she thought of as some very recently archaic way. Someone who would’ve been in charge of something, in America, when grown-ups still ran things."

"Successful people become great leaders when they learn to shift the focus from themselves to others."

"There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers - wherever in the organization that person is, whether shop steward, team head, or CEO."

"Leadership is a quality of those who earn the respect of others through the wisdom of the combination of their words and their actions."

"What was leadership, after all, but the blind choice of one route over another and the confident pretence that the decision was based on reason."

"The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist. The leader personifies the certitude of the creed and the defiance and grandeur of power. He articulates and justifies the resentment damned up in the souls of the frustrated. He kindles the vision of a breath-taking future so as to justify the sacrifice of a transitory present. He stages a world of make-believe so indispensable for the realization of self-sacrifice and united action."

"Winston Churchill famously claimed that of all human qualities, courage was the most esteemed, because it guaranteed all others. He was right. Courage—moral courage—is the companion of great leadership...And historically there would have been no social progress if not for the presence of specific humans dissenting and breaking from herd-inspired suspicion and fear. Look at today’s politicians... keen to be viewed as the virile leaders of their respective countries; eager to inflate their image by harming migrants and refugees, the most vulnerable in society. If there is courage in that, I fail to see it. Authoritarian leaders, or elected leaders inclined toward it, are bullies, deceivers, selfish cowards. If they are growing in number it is because (with exceptions) many other politicians are mediocre... focused on their own image... too afraid to stand up... If we do not change course quickly, we will inevitably encounter an incident where that first domino is tipped—triggering a sequence of unstoppable events that will mark the end of our time on this tiny planet... My hope lies in... the leaders of communities and social movements, big and small, who are willing to forfeit everything—including their lives—in defence of human rights. Their valour is unalloyed; it is selfless. There is no discretion or weakness here. They represent the best of us... There are grassroots leaders of movements against discrimination and inequalities in every region… the real store of moral courage and leadership among us.."

"Kim Dae Jung showed[,] that true leadership lies in compassion, not [in] coercion."

"The liberalist slogan “You can’t get ahead of the people” is meaningless. From what other position can one lead? From the rear? Rearguard leadership?!! A typical Yankee innovation. I think most of these irresponsible excuse-slogans are based on dread—a secret wish to avoid the discomfiture of people’s war. In all the successful class struggles and colonial wars of liberation, the vanguard elements did get ahead of the people and pull. There is no other way in forward mass movement."

"The rulers of the Gentiles lord it over them, and their great ones are tyrants over them. It will not be so among you; but whoever wishes to be great among you must be your servant, and whoever wishes to be first among you must be your slave; just as the came not to be served but to serve."

"Ye call me chief, and ye do well to call him chief who, for twelve long years, has met upon the arena every shape of man or beast that the broad Empire of Rome could furnish, and has never yet lowered his arm. And if there be one among you who can say that, ever, in public fight or private brawl, my actions did belie my tongue, let him step forth and say it. If there be three in all your throng dare face me on the bloody sand, let them come on! Yet I was not always thus, a hired butcher, a savage chief of still more savage men."

"Two things are absolutely necessary in any leader or any person that aspires, wishes, to be a leader. That is moral compass and second is empathy."

"None has more contempt for what it is to be a man than they who make it their profession to lead the crowd."

"Leadership is rooted not in power and authority, but in service and wisdom."

"Most people are indifferent, unless their self-interest is at stake. Then there are the chronic complainers. [...] Fortunately, there are those in every organization, few but invaluable, who know their responsibilities and seem to thrive on meeting them. They get things done. These are the ones we all rely upon, the people who take care of the rest of us, quiet leaders."

"Machines are as nothing without men. Men are as nothing without morale."

"Ultimately a genuine leader is not a searcher for consensus, but a molder of consensus."

"If someone took control of your mind and you were not able to think as yourself any longer, you would no longer be yourself. You'd be something in his command. You as an individual would be dead. That's Anti-Life. In other words, if you gave yourself to some cause, and gave up everything as an individual and you were at the beck and call of some leader, you would be dead as an individual."

"If the proverbial man of the planet Mars would come to this earth and inquire about the difference between "leader" and "ruler" he would learn that "rulers" are strange people who dressed in ermine, wore crowns, married foreign women, kept strictly to themselves, and had the inclination to administer the country without asking the people about their wishes. A "leader," on the other hand, he would be told, is a regular fellow in a simple uniform who embodies his nation, who tries desperately to create by propaganda complete unison between his ideas and the people. A leader, he might hear, was a local boy who made good, who spoke everybody's language, who never traveled abroad and disliked titles and royal paraphernalia."

"It was the beginning of the end of the cold war and the dawn of a new geopolitical order. Within that order, the nature of politics and leaders changed. The Trudeau approach to leadership, where a figure is known by style rather than substance, has become entrenched. Marshall McLuhan, that great prophet of the 1960s, predicted "The politician will be only too happy to abdicate in favor of his image, because the image will be so much more powerful than he could ever be." The political leaders of the 1968 generation who have come to power, such as Bill Clinton in the United States or Tony Blair in the United Kingdom, have shown an intuitive fluency with this concept of leadership."

"Men fight more fiercely for a king who shares their peril than one who hides behind his mother's skirts."

"A leader is best when people barely know he exists; Not so good when people obey and acclaim him; worst when they despise him; but a good leader who talks little when his work is done, his aim fulfilled, they will say "We did it our selves!""

"Superior leaders get things done with very little motion. They impart instruction not through many words, but through a few deeds. They keep informed about everything but interfere hardly at all. They are catalysts, and though things would not get done as well if they were not there, when they succeed they take no credit. And, because they take no credit, credit never leaves them."

"Bad leaders make you feel bad about yourself. Good leaders make you feel good about them. The best leaders make you feel good about yourself. The great leaders are like the best conductors — they reach beyond the notes to reach the magic in the players."

"I cannot consent to place in the control of others one who cannot control himself."

"There go the people. I must follow them, for I am their leader."

"Any Ivy League academy asshole can issue orders and take the credit. What matters is when you place your own ass on the line, and your men know that you are not some armchair commander asking them to risk death while you enjoy the good life. Morale is everything, and you do not build it by typing goddamned reports and having cocktail parties."

"The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. ... The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully."

"That's democratic leadership. It's like a flock of geese. They make the calls from the back. ...If you really are leading, everybody is leading."

"The art of leading, in operations large or small, is the art of dealing with humanity, of working diligently on behalf of men, of being sympathetic with them, but equally, of insisting that they make a square facing toward their own problems."

"If you're a leader, you don't push wet spaghetti, you pull it. The U.S. Army still has to learn that. The British understand it. Patton understood it. I always admired Patton. Oh, sure, the stupid bastard was crazy. He was insane. He thought he was living in the Dark Ages. Soldiers were peasants to him. I didn't like that attitude, but I certainly respected his theories and the techniques he used to get his men out of their foxholes."

"Leaders touch a heart before they ask for a hand."

"Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends on it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he can produce success."

"The real leader has no need to lead — he is content to point the way."

"No man is great enough or wise enough for any of us to surrender our destiny to. The only way in which anyone can lead us is to restore to us the belief in our own guidance."

"Political leaders are never leaders. For leaders we have to look to the Awakeners! Lao Tse, Buddha, Socrates, Jesus, Milarepa, Gurdjiev, Krishnamurti."

"One can lead a nation only by helping it see a bright outlook. A leader is a dealer in hope."

"When the word leader, or leadership, returns to current use, it connotes a relapse into barbarism. For a civilized people, it is the most ominous word in any language."

"Wars may be fought with weapons, but they are won by men. It is the spirit of the men who follow and of the man who leads that gains the victory."

"Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity."

"We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way."

"He who has God alone for his leader, he alone is free."

":Beverly Crusher: Data, telling us why you're going to fail before you make the attempt is never wise."

":Data: But is not honesty always the preferred choice?"

":Jean-Luc Picard: Excessive honesty can be disastrous, particularly in a commander."

":Data: Indeed?"

":Jean-Luc Picard: Knowing your limitations is one thing. Advertising them to a crew can damage your credibility as a leader."

"Leadership is the art of accomplishing more than the science of management says is possible."

"Success ultimately rests on small things, lots of small things. Leaders have to have a feel for small things — a feel for what is going in in the depths of an organization where small things reside. The more senior you become, the more you are isolated by pomp and staff, and the harder and more necessary it becomes to know what is going on six floors down. One way is to leave the top floor and its grand accoutrements and get down into the bowels for real. Don't tell anyone you are coming. Avoid advance notices that produce crash cleanups, frantic preparations, and PowerPoint presentations."

"It is the human gesture that counts. Yes, medals, stock options, promotions, bonuses, and pay raises are fine. But to really reach people, you need to touch them. A kind word, a pat on the back, a "well done," provided one-on-one and not by mob email is the way you share credit. It is the way you appeal to the dreams, inspirations, anxieties, and fears of your followers. They want to be the best they can be; a good leader lets them know it when they are."

"But leaders are not gods. Their understanding is never totally clear, totally accurate, totally certain. Every leader is human... imperfectly human. Water-walkers sometimes fail, and quiet walkers sometimes end up on top. Leaders need to watch all their subordinate; work with all of them, encourage the hotshots, but invest in the others. Always be prepared to change your mind, however firmly made up, when dealing with those infinitely faceted beings we call people. The leader must never forget that he may end up working for one of them."

"Do I look for good managers or good leaders? Let us bury that old distinction. Good managers are good leaders, and good leaders are good managers. But great leaders have a special touch that separates them from managers. Good management gets 100 percent of a team's designed capability. Great leaders seek a higher ground. They take their followers to 110, 120, 150 percent of what anyone thought was possible. Great leaders do not just motivate followers; they inspire them."

""What is a leader?" people ask me. My simple answer: "Someone unafraid to take charge. Someone people respond to and are willing to follow." I believe that leaders must be born with a natural connection and affinity to others, which then must be encouraged and developed by parents and teachers and molded by training, experience, and mentoring. You can learn to be a better leader. And you can also waste your natural talents by ceasing to learn and grow."

"I lead in the way of righteousness, in the midst of the paths of judgment: That I may cause those that love me to inherit substance; and I will fill their treasures."

"As more and more artificial intelligence is entering into the world, more and more emotional intelligence must enter into leadership."

"Emotional intelligence is the foundation of leadership. It balances flexibility with toughness, vision with passion, compassion with justice."

"You cannot be a leader, and ask other people to follow you, unless you know how to follow, too."

"The future is taking shape now in our own beliefs and in the courage of our leaders. Ideas and leadership — not natural or social "forces" — are the prime movers in human affairs."

"Could the terrors and crimes of today be possible if both Origins had been balanced? In the hands of woman lies the salvation of humanity and of our planet. Woman must realize her significance... she should be prepared to take responsibility for the destiny of humanity. Mother, the life-giver, has every right to direct the destiny of her children. The voice of woman, the mother, should be heard amongst the leaders of humanity. The mother suggests the first conscious thoughts to her child. She gives direction and quality to all his aspirations and abilities. But the mother who possesses no thought of culture can suggest only the lower expressions of human nature. But in her striving toward education, woman must remember that all educational systems are only the means for the development of a higher knowledge and culture. The true culture of thought is developed by the culture of spirit and heart. Only such a combination gives that great synthesis without which it is impossible to realize the real grandeur, diversity, and complexity of human life in its cosmic evolution. Therefore, while striving to knowledge, may woman remember the Source of Light and the Leaders of Spirit—those great Minds who, verily, created the consciousness of humanity. In approaching this Source, this leading Principle of Synthesis, humanity will find the way to real evolution."

"Serve To Lead"

"With the changes in technological complexity, especially in information technology, the leadership task has changed. Leadership in a networked organization is a fundamentally different thing from leadership in a traditional hierarchy."

"Leadership does not mean domination. The world is always well supplied with people who wish to rule and dominate others. The true leader is a different sort; he seeks effective activity which has a truly beneficent purpose. He inspires others to follow in his wake, and holding aloft the torch of wisdom, leads the way for society to realize its genuinely great aspirations."

"The art of leadership is in the ability to make people want to work for you, while they are really under no obligation to do so. Leaders are people, who raise the standards by which they judge themselves and by which they are willing to be judged. The goal chosen, the objective selected, the requirements imposed, are not mainly for their followers alone. They develop with consumate energy and devotion, their own skill and knowledge in order to reach the standard they themselves have set. This whole-hearted acceptance of the demands imposed by even higher standards is the basis of all human progress. A love of higher quality, we must remember, is essential in a leader."

"And that, quite frankly, was how we did things in the old Army. Back then it was all about action, not words. We did whaever it took to successfully complete the task, even if it meant putting our stripes on the line and bending a few rules. Today's N.C.O.s wouldn't dare make a move if it meant deviating from Army doctrine or established regulations. They are not risk takers. Personally, I see that as a serious problem. But if you doubt what I'm saying, just do a quick recap of America's most decisive battles by some of her most notable leaders. For instance, consider the actions taken during the crossing of the Delaware by General George Washington in the Revolutionary War. Or those taken by General Andrew Jackson at the Battle of New Orleans during the War of 1812. Or those taken by Colonel Joshua Chamberlain at the Battle of Little Round Top during the Civil War. Or by General Douglas MacArthur at the Battle of Inchon during the Korean Conflict. The point I'm trying to illustrate here is that it takes more than a course on leadership to be an effective leader. And it's not enough to be able to memorize and recite the N.C.O. creed to be a good leader. The best leaders are men of action with plenty of common sense and ingenuity. Being able to recite creeds or quote leadership manuals proves nothing. The mark of a real leader is the doing, not the talking."

"To be perfectly honest, I'm not even sure I'm what you would have called a real leader. As an Army master sergeant, I certainly had the rank and the authority to tell soldiers what to do, but that alone didn't make me a leader. It takes more than stripes and silver bars to be a leader. There's one thing I do know for certain. You can't be a leader without respect. That's actually how you can tell whether or not a leader is any good. You can tell by how well respected he is by others. General George S. Patton was unquestionably a good leader. He was so good that even his enemies respected him. The same could be said about his principal adversary, German Field Marshal Erwin Rommel, another leader respected by the soldiers of both camps. Now if that's not leadership, then I don't know what is."

"Leadership grows from self-confidence, which is also part of a Starfleet officer's education."

":William T. Riker: Wes, responsibility and authority go hand in hand. I know you're responsible, now we've got to teach you a little bit of authority. One of the reasons you've been given command is so you can make a few right decisions, that will establish a pattern of success and help build self-confidence. If you don't trust your own judgment, you don't belong in the command chair."

":Wesley Crusher: But what if I'm wrong?"

":William T. Riker: Then you're wrong. It's arrogant to think you'll never make a mistake."

":Wesley Crusher: But what if it's something really important. I mean, not just a mineral survey. What if someone dies because I made a mistake?"

":William T. Riker: In your position, it's important to ask yourself one question. What would Picard do?"

":Wesley Crusher: He'd listen to everyone's opinion, then make his own decision. But he's Captain Picard."

"I will not follow where the path may lead; instead I will go where there is no path and leave a trail."

"As we, the leaders, deal with tomorrow, our task is not to try to make perfect plans. Our task is to create organizations that are sufficiently flexible and versatile that they can take our imperfect plans and make them work in execution. That is the essential character of the learning organization."

"Leadership: whatever happens, you're responsible. If it doesn't happen, you're responsible."

"One cannot assert authority by accepting one's own fallibility. Simply, people need to be blinded by knowledge - we are made to follow leaders who can gather people together because the advantages of being in groups trump the disadvantages of being alone. It has been more profitable for us to bind together in the wrong direction than to be alone in the right one. Those who have followed the assertive idiot rather than the introspective wise person have passed us some of their genes. This is apparent from a social pathology: psychopaths rally followers."

"I suppose men are born with traits that can be cultivated in the direction of leadership. But there is also no doubt that leadership can be cultivated The idea of any man being born an army commander or being born to be a theater commander, such as General Eisenhower, just isn’t so. The characteristics of leadership, necessarily has to have certain decisiveness and confidence come from knowledge based on studies and training. The fundamental thing is your basic knowledge, the development of your mind, and your ability to apply this knowledge as you go along your military career."

"Character is what you are. Reputation is what others think you are. The reason that some fail to climb the ladder of success, or of leadership if you want to call it that, is that there is a difference between reputation and character. The two do not always coincide. A man may be considered to have sterling character. Opportunity might come to that man; but if he has the reputation for something he is not, he may fail that opportunity. I think character is the foundation of successful leadership."

"I am a leader by default, only because nature does not allow a vacuum."

"Remember, I have not appointed you as commanders and tyrants over the people. I have sent you as leaders instead, so that the people may follow your example. Give the Muslims their rights and do not beat them lest they become abused. Do not praise them unduly, lest they fall into the error of conceit. Do not keep your doors shut in their faces, lest the more powerful of them eat up the weaker ones. And do not behave as if you were superior to them, for that is tyranny over them."

"Narcissism is often the driving force behind the desire to obtain a leadership position. Perhaps individuals with strong narcissistic personality features are more willing to undertake the arduous process of attaining a position of power."

"A popular movement cannot be dependent on one single person, no matter how worthy that person might be."

"Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish."

"In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions."

"A great nation is not led by a man who simply repeats the talk of the street-corners or the opinions of the newspapers. A nation is led by a man who hears more than those things; or who, rather, hearing those things, understands them better, unites them, puts them into a common meaning; speaks, not the rumors of the street, but a new principle for a new age; a man in whose ears the voices of the nation do not sound like the accidental and discordant notes that come from the voice of a mob, but concurrent and concordant like the united voices of a chorus, whose many meanings, spoken by melodious tongues, unite in his understanding in a single meaning and reveal to him a single vision, so that he can speak what no man else knows, the common meaning of the common voice. Such is the man who leads a great, free, democratic nation."

"If we were at war and wanted to choose a leader most capable of helping us to save ourselves and conquer the enemy, should we choose one whom we knew to be the slave of the belly, or of wine, or lust, or sleep?"

"Most leaders lack the discipline to do routine risk-based horizon scanning, and fewer still develop the requisite contingency plans. Even rarer is the leader who has the foresight to correctly identify the top threat far enough in advance to develop and implement those plans."

"Some citizens are so good that nothing a leader can do will make them better. Others are so incorrigible that nothing can be done to improve them. But the great bulk of the people go with the moral tide of the moment. The leader must help create that tide."

"In the home of the religious man, ... those who command serve those whom they appear to rule—because, of course, they do not command out of lust to domineer, but out of a sense of duty—not out of pride like princes but out of solicitude like parents."

"In 1972, Americans watched in disbelief as the Nixon Presidency was virtually brought to collapse, not because of the Watergate "break-in," but by the cover-up and its entanglements. What if the Watergate Scandal had been handled differently? The illegal activities of a few bungling second-story men pale in comparison to the colossal management blunders by the White House inner circle."

"Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?"

"Supervision is also part of the process of building capacity and transferring knowledge. The five steps in teaching an employee new skills are preparation, explanation, showing, observation and supervision."

"You can say this for Senior Management: it knows how to articulate a goal. The strategy may be fuzzy, the execution nonexistent, but Senior Management knows what it wants."

"The departments don’t report the problem because a good manager knows the only reason to call Senior Management, ever, is to deliver good news. People who ring Senior Management with problems do not have much of a future at Zephyr Holdings. Senior Management is not there to hold departmental hands. It is there to dispense stock options."

"There are two ways of looking at Senior Management. One is that it’s a tightly integrated team tirelessly pulling together in the service of whatever’s best for the company. The other is that it’s a dog pack of power-hungry egomaniacs who occasionally assist Zephyr as a side effect of their individual campaigns for wealth and status. Nobody believes the tightly knit team theory anymore. Once, a long time ago, it may have been true, but the instant a dog-pack person made it into Senior Management, it was all over. It’s like a fox getting into the chicken house; pretty soon there are only foxes and feathers. If Senior Management ever was ever made up of selfless individuals who put teamwork ahead of self-interest—and this is a big if—they were long ago torn to pieces."

"Poor management can increase software costs more rapidly than any other factor. Particularly on large projects, each of the following mismanagement actions has often been responsible for doubling software development costs."

"Understanding the concept of competency is a prerequisite to understanding his integrated model of management."

"An intelligent man neither allows himself to be controlled nor attempts to control others; he wishes reason alone to rule, and that always."

"Managements are frequently more conscious of what numbers they want to report than they are of what has actually transpired in a given quarter or a given year."

"Management’s never been interested in really doing the job, not at any point in human history. Management’s true agenda has always been making things more pleasant for Management."

"Middle management has always favored underlings friendly to middle management. It’s corruption, all right, but of a minor and probably unavoidable sort."

"... Rockefeller was capable of extraordinary ferocity in compelling submission from competitors. He might starve out obdurate firms by buying all available barrels on the market or monopolize local tank cars to paralyze their operations. Yet Rockefeller didn't apply this pressure lightly and preferred patience and reason—if possible—to terror. He was not only purchasing refineries but assembling a managerial team. The creation of Standard Oil was often less a matter of stamping out competitors than of seducing them into cooperation. In general, Rockefeller was so eager to retain original management that he accumulated expensive deadwood on the payroll and, for the sake of intraempire harmony, preferred to be conciliatory."

"OECONOMY, a certain Order in the Management of a Family and domestick Affairs: Hence the Word Oeconomist, for a good Manager. But Oeconomy may be taken in a more extensive Sense, for a just, prudent, and regular Conduct in all the Parts of Life, and relative Capacities. But as for the Word Oeconomicus (Oeconomist) it was formerly used for the Executor of a Last Will and Testament, and the Person that had the Oeconomy and fiduciary Disposal of the Deceased's Goods."

"I compared some passages of articles of [Robert McNamara] in the late 1960s, speeches, on management and the necessity of management, how a well-managed society controlled from above was the ultimate in freedom. The reason is if you have really good management and everything's under control and people are told what to do, under those conditions, he said, man can maximize his potential. I just compared that with standard Leninist views on vanguard parties, which are about the same. About the only difference is that McNamara brought God in, and I suppose Lenin didn't bring God in. He brought Marx in."

"It is better to first get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then figure out where to drive."

"The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused."

"You can't manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied."

"Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team."

"The scientific study of leadership in complex organizations, as an area of enquiry in its own right, is relatively new; hardly more than a decade old. As in any new "science" there is yet no comprehensive framework within which to operate. Unlike medical men after Harvey's great discovery on the circular system of the human body, we have no unifying concepts around which to make further refinements and discoveries."

"The causes usually cited for failure of a company are costs of start-up, overruns on costs, depreciation of excess inventory, competition—anything but the actual cause, pure and simple bad management."

"The worker is not the problem. The problem is at the top! Management!"

"Much is said about scientific management of work. It is a narrow view which restricts the science which secures efficiency of operation to movements of the muscles. The chief opportunity for science is the discovery of the relations of a man to his work — including his relations to others who take part — which will enlist his intelligent interest in what he is doing. Efficiency in production often demands division of labor. But it is reduced to mechanical routine unless workers see the technical, intellectual, and social relationships involved in what they do, and engage in their work because of the motivation furnished by such perceptions. The tendency to reduce such things as efficiency of activity and scientific management to purely technical externals is evidence of the one-sided stimulation of thought given to those in control of industry — those who supply its aims. Because of their lack of all-round and well-balanced social interest, there is not sufficient stimulus for attention to the human factors and relationships in industry. Intelligence is narrowed to the factors concerned with technical production and marketing of goods. No doubt, a very acute and intense intelligence in these narrow lines can be developed, but the failure to take into account the significant social factors means none the less an absence of mind, and a corresponding distortion of emotional life."

"Mission is at the heart of what you do as a team. Goals are merely steps to its achievement. Mission has an eternal quality. Goals are time bound and once achieved, are replaced by others."

"Without institution there is no management. But without management there is no institution."

"The administrative function has many duties. It has to foresee and make preparations to meet the financial, commercial, and technical conditions under which the concern must be started and run. It deals with the organization, selection, and management of the staff. It is the means by which the various parts of the undertaking communicate with the outside world, etc. Although this list is incomplete, it gives us an idea of the importance of the administrative function. The sole fact that it is in charge of the staff makes it in most cases the predominant function, for we all know that, even if a firm has perfect machinery and manufacturing processes, it is doomed to failure if it is run by an inefficient staff."

"To manage is to forecast and plan, to organize, co-ordinate and to control."

"If management can identify the negatives of its preferred option, the other policies around the star model can be designed to counter the negatives while achieving the positives."

"Administration has to do with getting things done; with the accomplishment of defined objectives. The science of administration is thus the system of knowledge whereby men may understand relationships, predict results, and influence outcomes in any situation where men are organized at work together for a common purpose."

"At the present time administration is more an art than a science; in fact there are those who assert dogmatically that it can never be anything else. They draw no hope from the fact that metallurgy, for example, was completely an art several centuries before it became primarily a science and commenced its great forward strides after generations of intermittent advance and decline."

"Management is a far more homely business than its would be scientists suggest, more closely allied to cookery than any other human activity. Like cooking, it rests on a degree of organisation and on adequate resources. But just as no two chefs run their kitchens the same way, so no two managements are the same."

"You manage things, you lead people. We went overboard on management and forgot about leadership. It might help if we ran the MBAs out of Washington."

"The Lord enters into judgment"

"Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing, , directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them."

"Belief in managerial expertise is then, on the view I have taken,very like what belief in God was thought to be by Carnap and Ayer. It is one more illusion and a peculiarly modern one, the illusion of a power not ourselves that claims to make for righteousness."

"In the social world of corporations and governments private preferences are advanced under the cover of identifying the presence or absence of the findings of experts. ... The effects of eighteenth-century prophecy have been to produce not scientifically managed social control, but a skillful dramatic imitation of such control. It is histrionic success which gives power and authority in our culture. The most effective bureaucrat is the best actor."

"Mass production and mass distribution claim the entire individual, and industrial psychology has long since ceased to be confined to the factory. The manifold processes of introjection seem to be ossified in almost mechanical reactions. The result is, not adjustment but mimesis: an immediate identification of the individual with his society and, through it, with the society as a whole.This immediate, automatic identification (which may have been characteristic of primitive forms of association) reappears in high industrial civilization; its new “immediacy,” however, is the product of a sophisticated, scientific management and organization. In this process, the “inner” dimension of the mind in which opposition to the status quo can take root is whittled down. The loss of this dimension, in which the power of negative thinking—the critical power of Reason—is at home, is the ideological counterpart to the very material process in which advanced industrial society silences and reconciles the opposition. The impact of progress turns Reason into submission to the facts of life, and to the dynamic capability of producing more and bigger facts of the same sort of life. The efficiency of the system blunts the individuals' recognition that it contains no facts which do not communicate the repressive power of the whole. If the individuals find themselves in the things which shape their life, they do so, not by giving, but by accepting the law of things—not the law of physics but the law of their society."

"The rulers of the Gentiles lord it over them, and their great ones are tyrants over them. It will not be so among you; but whoever wishes to be great among you must be your servant, and whoever wishes to be first among you must be your slave; just as the Son of Man came not to be served but to serve."

"A superintendent of a road fifty miles in length can give its business his professional attention and may be constantly on the line engaged in the direction of its details; each person is personally known to him, and all questions in relation to its business are at once presented and acted upon; and any system however imperfect may under such circumstances prove comparatively successful. In the government of a five hundred miles in length a very different state exists. Any system which might be applicable to the business and extent of a short road would be found entirely inadequate to the wants of a long one. and I am fully convinced that in the want of system perfect in its details, properly adapted and vigilantly enforced, lies the true secret of their [the large roads’] failure; and that this disparity of cost per mile in operating long and short roads, is not produced by a difference in length, but is in proportion to the perfection of the system adopted."

"Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving."

"A company will get nowhere if all of the thinking is left to management."

"The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job."

"Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers."

"While the agricultural estate might foreshadow some of the methods used later in the factories, the industrial 'domestic system ' was often a more immediate ancestor."

"The brutality of a man purely motivated by monetary considerations … often does not appear to him at all as a moral delinquency, since he is aware only of a rigorously logical behavior, which draws the objective consequences of the situation."

"Administration is not unlike play-acting. The task of the good actor is to know and play his role, although different roles may differ greatly in content. The effectiveness of the performance will depend on the effectiveness of the play and the effectiveness with which it is played. The effectiveness of the administrative process will vary with the effectiveness of the organization and the effectiveness with which its members play their parts."

"In the long-run the workman may be as necessary to his master as his master is to him, but the necessity is not so immediate."

"We rarely hear, it has been said, of the combinations of masters, though frequently of those of the workman. But whoever imagines, upon this account, that masters rarely combine, is as ignorant of the world as of the subject."

"Management of many is the same as management of few. It is a matter of organization."

"In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men."

"Management is a distinct process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources."

"Wherever human activities are carried out in an organised and co-operative form, there management must be found."

"Administration is the most obvious part of government; it is government in action; it is the executive, the operative, the most visible side of government, and is of course as old as government itself."

"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."

"As in a studio of creative Death The giant sons of Darkness sit and plan The drama of the earth, their tragic stage."

"Whatever plans we may make, we shall find quite useless when the time for action comes. Revolutions are always full of surprises, and whoever thinks he can play chess with a revolution will soon find how terrible is the grasp of God and how insignificant the human reason before the whirlwind of His breath. That man only is likely to dominate the chances of a Revolution, who makes no plans but preserves his heart pure for the will of God to declare itself. The great rule of life is to have no schemes but one unalterable purpose. If the will is fixed on the purpose it sets itself to accomplish, then circumstances will suggest the right course; but the schemer finds himself always tripped up by the unexpected."

"We have all heard the saying "the man with a plan is king." I believe a man without a plan is just a pawn to circumstance and embarking on a losing strategy."

"Plan in the real world."

"The best laid schemes o' mice and men gang aft a-gley; and leave us naught but grief and pain for promised joy"

"You can never plan the future by the past."

"There is no fate that plans men's lives. Whatever comes to us, good or bad, is usually the result of our own action or lack of action."

"In preparing for battle, I have always found that plans are useless but planning is indispensable."

"Why don’t we just call plans what they really are: guesses."

"You have the most information when you're doing something, not before you've done it. Yet when do you write a plan? Usually it's before you've even begun."

"You need to try to do the impossible, to anticipate the unexpected. And when the unexpected happens, you should double the efforts to make order from the disorder it creates in your life. The motto I'm advocating is — Let chaos reign, then rein chaos. Does that mean that you shouldn't plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate fires, so it has to shape a flexible organization that is capable of responding to unpredictable events."

"The plans and schemes of tyrants are broken by many things. They shatter against cliffs of heroic struggle. They rupture on reefs of open resistance. And they are slowly eroded, bit by little bit, on the very beaches where they measure triumph, by countless grains of sand. By the stubborn little decencies of humble little men."

"And it came to me then that every plan is a tiny prayer to father time"

"This very remarkable man Commends a most practical plan: You can do what you want If you don’t think you can’t So don’t think you can’t if you can."

"You know what kind of plan never fails? No plan. No plan at all. You know why? Because life cannot be planned. Look around you. Did you think these people made a plan to sleep in the sports hall with you? But here we are now, sleeping together on the floor. So, there's no need for a plan. You can't go wrong with no plans. We don't need to make a plan for anything. It doesn't matter what will happen next. Even if the country gets destroyed or sold out, nobody cares. Got it?"

"I just did what I do best. I took your little plan and I turned it on itself. Look what I did to this city with a few drums of gas and a couple of bullets. Hmmm? You know... You know what I've noticed? Nobody panics when things go "according to plan." Even if the plan is horrifying! If, tomorrow, I tell the press that, like, a gang banger will get shot, or a truckload of soldiers will be blown up, nobody panics, because it's all "part of the plan". But when I say that one little old mayor will die, well then everyone loses their minds!"

"It is better to have a bad plan than no plan."

"Life is what happens to you, while you're busy making other plans."

"Every age has its peculiar folly: Some scheme, project, or fantasy into which it plunges, spurred on by the love of gain, the necessity of excitement, or the force of imitation."

"No plan of operations extends with any certainty beyond the first contact with the main hostile force."

"In order that our scheme may produce this result we shall arrange election in favor of such presidents as have in their past some dark, undiscovered stain, some "Panama" or other-then they will be trustworthy agents for the accomplishment of our plans out of fear of revelations and from the natural desire of everyone who has attained power, namely, the retention of the privileges, advantages and honour connected with the office of president. The chamber of deputies will provide cover for, will protect, will elect presidents, but we shall take from it the right to propose new, or make changes in existing laws, for this right will be given by us to the responsible president, a puppet in our hands. Naturally, the authority of the presidents. will then become a target for every possible form of attack, but we shall provide him with a means of self-defence in the right of an appeal to the people, for the decision of the people over the heads of their representatives, that is to say, an appeal to that same blind slave of ours- the majority of the mob."

"The class of people who most willingly enter into secret societies are those who live by their wits, careerists, and in general people mostly light minded, with whom we shall have no difficulty in dealing and in using to wind up the mechanism of the machine devised by us. If this world grows agitated the meaning of that will be that we have had to stir up in order to break up its too great solidarity. But if there should arise in its midst a plot, then at the head of that plot will be no other than one of our most trusted servants. It is natural that we and no other should lead masonic activities, for we know whither we are leading, we know the final goal of every form of activity whereas the goyim have knowledge of nothing, not even of the immediate effect of action; they put before themselves, usually, the momentary reckoning of the satisfaction of their self-opinion in the accomplishment of their thought without even remarking that the very conception never belonged to their initiative but to our instigation of their thought."

"In the space of two days I had evolved two plans, wholly distinct, both of which were equally feasible. The point I am trying to bring out is that one does not plan and then try to make circumstances fit those plans. One tries to make plans fit the circumstances."

"Plans fail when there is no consultation, But there is accomplishment through many advisers."

"ومكروا ومكر الله والله خير الماكرين"

"We must discipline ourselves to convert dreams into plans, and plans into goals, and goals into those small daily activities that will lead us, one sure step at a time, toward a better future."

"A good plan is a simple plan."

"A wise man once said that to do a great and important work, two things are necessary: a definite plan, and not quite enough time."

"A wise man should never resolve upon any thing, at least never let the world know his resolution; for if he cannot arrive at that, he is ashamed. How many things did the king resolve in his declaration concerning Scotland, never to do, and yet did them all?"

"Malum est consilium, quod mutari non potest."

"Everybody has plans until they get hit."

"I sit and talk to God And he just laughs at my plans"

"That (is the case); and (know) that Allah (it is) Who maketh weak the plan of disbelievers"

"And when those who disbelieve plot against thee (O Muhammad) to wound thee fatally, or to kill thee or to drive thee forth; they plot, but Allah (also) plotteth; and Allah is the best of plotters"

"Ha'atid hu ma she'kore be'zman she'anachnu asukim be'letachnen (העתיד הוא מה שקורה בזמן שאנחנו עסוקים בלתכנן)."

"If consumers even know there's a DRM, what it is, and how it works, we've already failed."

"Most people, I think, don't even know what a rootkit is, so why should they care about it?"

"The technology in question is an example of Digital Restrictions Management (DRM) -- technology designed to restrict the public. Describing it as "copyright protection" puts a favorable spin on a mechanism intended to deny the public the exercise of those rights which copyright law has not yet denied them."

"There is a cost associated with DRM, and that is lost sales of content."

"DRM's primary role is not about keeping copyrighted content off P2P networks. DRMs support an orderly market for facilitating efficient economic transactions between content producers and content consumers."

"DRM is used to lock consumers to proprietary technology. It is used to control supply and push higher prices. It is used to undermine practices we have long defined as fair use so they can be shifted to fee-based."

"Now, we need to understand that listening to music on your computer is an extra privilege. Normally people listen to music on their car or through their home stereos [...] If you are a Linux or Mac user, you should consider purchasing a regular CD player.""

"To recap: we decided to end the Google Video download to own/rent (DTO/DTR) program, and are now refocusing our Google Video engineering efforts. The week before last, we wrote to Google Video DTO/DTR program customers to let them know that videos they'd already bought would no longer be playable."

"The key issue here is that the protection scheme under Blu-ray is very anti-consumer and there's not much visibility of that. The inconvenience is that the movie studios got too much protection at the expense of consumers and it won't work well on PCs. You won't be able to play movies and do software in a flexible way. It's not the physical format that we have the issue with, it's that the protection scheme on Blu is very anti-consumer."

"It's a polite fiction... Lawyers and technologists continue to sell this snake oil of control, whether it's from the court and the police [RIAA legal jihad], or whether it's coming from technology [DRM]... When I was 14, I told girls I loved them to sleep with them too. It was a fiction. Steve Jobs just leaves a little money on the table. We see Jobs and Gates making promises to the content industry that they have no intention of keeping. It's the promise you make to move forward. The content owner wants to hear it. If we're honest we'd say to the content owners "we're not going to succeed from what we can tell..." But we don't say it. We'll say what we need to say to get it... Once you reach the realization that it isn't going to solve our problems, then you begin to embrace the alternatives."

"We said [to the record companies]: None of this technology that you're talking about's gonna work. We have Ph.D.'s here, that know the stuff cold, and we don't believe it's possible to protect digital content."

"It's baffling to me that the content industries don't look at the experience of the software industry in the 80's, when copy protection on software was widely tried, and just as widely rejected by consumers."

"We conclude that given the current and foreseeable state of technology the content protection features of DRM are not effective at combating piracy."

"The development of the Internet has... created significant challenges to any distribution model which depends on scarcity... The financial and skill barriers to making content available globally have simply fallen away... The application of technology to this problem, if it is to be effective, must therefore in some way reestablish a point of scarcity on behalf of the rights holder. However, this raises a fundamental paradox, [which is] the business of publishers lies in providing access rather than in preventing it... Nevertheless, unless copyright is to be abandoned as a mechanism for trading in intellectual property entirely, it will be essential to find an answer to this paradox... They [rights holders] also recognized that those approaches would be ineffective unless the law itself provided enhanced protection for those processes and systems."

"My personal opinion (not speaking for IBM) is that DRM is stupid, because it can never be effective, and it takes away existing rights of the consumer."

"We see no technical impediments to the darknet becoming increasingly efficient... We believe it probable that there will be a few more rounds of technical innovations... Finally, consumers themselves are likely to rebel against "footing the bill" for these ineffective content protection systems... increased security (e.g. stronger DRM systems) may act as a disincentive to legal commerce... In short, if you are competing with the darknet, you must compete on the darknet's own terms: that is convenience and low cost rather than additional security."

"Digital files cannot be made uncopyable, any more than water can be made not wet."

"In my opinion, content protection and rights management exist only as vestigial efforts to preserve existing models of content sales for as long as the bulk of the consumer market remains clueless. History has shown every content-protection scheme invented for consumer-grade goods to have almost no impact on piracy, and little impact on casual copying, except when it has doomed the technology carrying it. This is inevitable."

"Why should self-interested companies be permitted to shift the balance of fundamental liberties, risking free expression, free markets, scientific progress, consumer rights, societal stability, and the end of physical and informational want? Because somebody might be able to steal a song? That seems a rather flimsy excuse."

"By treating Napster as the copyright antichrist, the industry is simply insuring that the vector of Internet technological development will move rapidly toward a lawsuit-proof, free-for-all distributed network of file-sharing -- the very outcome the owners of intellectual property wish to avoid. How stupid can you get? … The good news is that the brain-dead, colossally wasteful, artistically homogenizing old order of the recording industry is committing collective, time-delayed suicide in court."

"Trusted systems presume that the consumer is dishonest."

"The answer to the machine is in the machine."

"We also concluded that any single-machine locks and keys, or special time-out and self-destruct programs, would be onerous to our best customers and not effective against clever thieves. Because we could not devise practical physical security measures, we had to rely on the inherent honesty of our customers."

"The UK government’s overseas development bank has bowed to calls to end fossil fuel financing abroad by promising to invest only in companies that align with the Paris climate agreement. The CDC Group revealed its new climate strategy, which will end support for the most polluting fossil fuel projects, including the production of oil and coal, and channel almost a third of its spending towards climate finance. The publicly owned investor, which supports job-creating sectors in Africa and south Asia, will end financing for coal mining, and oil and gas production, as well as new or existing power plants and refineries that use coal or heavy oil. The UK government is under growing pressure to end its support for overseas fossil fuel projects after campaigners revealed that more than £3bn in public money was used to support polluting projects abroad since the Paris climate agreement was signed..."

"The decision to curb support follows an exodus of major institutional investors from the coal industry in recent years, including Goldman Sachs and Blackrock. Investors are wary of supporting industries that contribute to the climate crisis, and may risk the financial stability of their funds. Norway’s $1.19tn (£950bn) sovereign wealth fund, the largest in the world, has decided to reduce its exposure to oil and gas investments too."

"The UK’s biggest pension fund, the government-backed National Employment Savings Trust (Nest) scheme with nine million members, is to begin divesting from fossil fuels in what climate campaigners have hailed as a landmark move for the industry. The fund will ban investments in any companies involved in coal mining, oil from tar sands and arctic drilling. But the move puts Nest – a public corporation of the Department for Work and Pensions – potentially at odds with the current pensions minister, Guy Opperman, who earlier this month condemned divestment as “counter productive”. Nest, which handles much of the pensions of workers saving under the government’s “auto enrolment” scheme, will shift £5.5bn into “climate aware” investments as it anticipates a green economic recovery from coronavirus."

"The ban will mean that some of the world’s biggest mining companies, such as BHP, can never be part of Nest’s share holdings, as long they derive profits from digging coal. It said it will sell its final holdings in BHP by 3 August. Nest will also seek to reduce its carbon-intensive holdings, such as with the traditional oil giants, while investing more money in renewable energy infrastructure. The fund’s chief investment officer, Mark Fawcett, said Nest was sending a strong and clear message about the seriousness of climate change."

"SWA Magazine: How about orbital space colonies? Do you see these facilities being built or is the government going to cut back on projects like this?"

"The owners of savings not finding, in adequate quantities, their usual kind of investments, rush into anything that promises speciously, and when they find that these specious investments can be disposed of at a high profit, they rush into them more and more. The first taste is for high interest, but that taste soon becomes secondary. There is a second appetite for large gains to be made by selling the principal which is to yield the interest. So long as such sales can be effected the mania continues; when it ceases to be possible to effect them, ruin begins."

"The line separating investment and speculation, which is never bright and clear, becomes blurred still further when most market participants have recently enjoyed triumphs. Nothing sedates rationality like large doses of effortless money. After a heady experience of that kind, normally sensible people drift into behavior akin to that of Cinderella at the ball. They know that overstaying the festivities — that is, continuing to speculate in companies that have gigantic valuations relative to the cash they are likely to generate in the future — will eventually bring on pumpkins and mice. But they nevertheless hate to miss a single minute of what is one helluva party. Therefore, the giddy participants all plan to leave just seconds before midnight. There's a problem, though: They are dancing in a room in which the clocks have no hands."

"Long ago, Sir Isaac Newton gave us three laws of motion, which were the work of genius. But Sir Isaac’s talents didn’t extend to investing: He lost a bundle in the South Sea Bubble, explaining later, “I can calculate the movement of the stars, but not the madness of men.” If he had not been traumatized by this loss, Sir Isaac might well have gone on to discover the Fourth Law of Motion: For investors as a whole, returns decrease as motion increases."

"... there are three connected realities that cause investing success to breed failure. First, a good record quickly attracts a torrent of money. Second, huge sums invariably act as an anchor on investment performance: What is easy with millions, struggles with billions (sob!). Third, most managers will nevertheless seek new money because of their personal equation – namely, the more funds they have under management, the more their fees."

"With all the clever brains in America it would be great to see more investment and focus on this essential research!"

"Every child in American should have access to a well-stocked school library. … An investment in libraries is an investment in our children's future."

"The city’s mayor signed a bill to eliminate the controversial investments by 2025. Boston Mayor Michelle Wu has signed into law an ordinance to divest the city from the fossil fuel, tobacco, and private prison industries by the end of 2025. The ordinance prohibits using public funds to invest in the stocks, securities, or other obligations of any company that derives more than 15% of its revenue from those industries. Under the new law, fossil fuel investments are defined as investments in any company that derives more than 15% of its revenue from the combustion, distribution, extraction, manufacture, or sale of fossil fuels, including coal, oil and gas, or fossil fuel products. It also includes electric distribution companies with corporate affiliates that derive revenue from fossil fuels."

"Boston is among an increasing number of municipalities, universities, and private foundations that have announced plans to divest from fossil fuels. In late October, ahead of the 2021 United Nations Climate Change Conference, better known as COP26, Auckland, New Zealand; Copenhagen, Denmark; Glasgow, Scotland; Paris; Rio de Janeiro; and Seattle announced commitments to divest from fossil fuel companies and increase investments to make cities more sustainable. Also last month, Baltimore Mayor Brandon Scott signed a bill that requires the city’s three pension funds to divest from the fossil fuel industry. Those are in addition to divestment commitments made last year by Berlin; Bristol, England; Cape Town, South Africa; Durban, South Africa; London; Los Angeles; Milan; New Orleans; New York City; Oslo; Norway; Pittsburgh; and Vancouver, Canada. “Cities are at the forefront of tackling the climate emergency and there is real momentum to move investments away from fossil fuels and toward climate solutions,” London Mayor Sadiq Khan, who is chair-elect of C40 Cities, a network of mayors working to confront climate change, said in a statement. “I will continue to encourage more cities to join the movement, and urge national governments and private finance institutions to mobilize more finance to invest directly in cities to support a green and fair recovery.”"

"Investment is most intelligent when it is most businesslike."

"To achieve satisfactory investment results is easier than most people realize; to achieve superior results is harder than it looks."

"The investment banks should either choose to be regulated as banks or should arrange to conduct their affairs to not require the stop-gap support of the Federal Reserve."

"The College’s endowment will no longer be directly invested in fossil fuels and the Dartmouth Investment Office intends to allow its remaining public holdings in the sector to expire, according to an Oct. 8 announcement. Although this release marks the College’s first formal announcement of its divestment plan, the DIO banned fossil fuel holdings in 2020. The College’s divestment approach results from two decisions made over a four-year span: a 2017 decision that barred the endowment from making any “new investments in private fossil fuel extraction, exploration and production funds” and a decision in early 2020 “for [the College’s] direct public portfolio to no longer hold investments in fossil fuel companies,” according to the announcement. The move comes after Harvard University announced a similar divestment strategy in September, after the 2021 Intergovernmental Panel on Climate Change report outlined the disastrous effects of continued climate inaction, after the student body presidents of the eight Ivy League schools called on the League to divest in April and after years of activism from Divest Dartmouth... According to the statement, “evidence that correlates the production of fossil fuels with the warming of the atmosphere is convincing and widely accepted.”"

"A movement to divest from fossil fuel is gaining support among foundations as activists push for funding to be shifted away from coal, oil and natural gas. The call from activists to the charitable world is simple: Ditch fossil fuels and direct your investments into climate-friendly companies and funds. The worldwide divestment campaign has sought commitments from universities, corporations and other entities. Now, two of the biggest names in philanthropy — the Ford and MacArthur foundations — are reorienting their investments away from fossil fuels, a move that leaders of the divestment movement hope will prove to be a tipping point for the charitable world.... “We’re calling on governments and corporations to act on climate aggressively and commensurate with the science,” said Ellen Dorsey, executive director of the Wallace Global Fund and a leader in Divest-Invest Philanthropy, which is pushing the philanthropic community to dump its fossil fuel investments.... The MacArthur Foundation, an $8 billion organization known for its “genius grants,” pledged two years ago to halt new investments in oil and gas. It went further in September, saying it would switch to U.S. index funds that exclude fossil fuel companies. And it's aiming to change its global index funds to do the same within a year."

"Together, these bylaws prohibit any future fossil fuel investments from entering the endowment....As the terms of these partnerships approach their legally-contracted conclusions… the [investment] managers will move through the sale processes of those assets... In the past few years... the College has found that the investment in sustainable energy companies provides great returns and also allows the College to support new technology developments and make a huge difference.... Our investment team’s analysis indicated that there is a continued growing global shift in demand towards renewable and clean energy,... What we’ve noticed is that investments in energy transitions are now comparable or better than the investment opportunities in fossil fuel companies...Our investment team’s analysis indicated that there is a continued growing global shift in demand towards renewable and clean energy... What we’ve noticed is that investments in energy transitions are now comparable or better than the investment opportunities in fossil fuel companies."

"The landlord, qua landlord, performs no function in the economy of industry or of food production. He is a rent receiver; that, and nothing more. Were the landlord to be abolished, the soil and the people who till it would still remain, and the disappearance of the landowner would pass almost unnoticed. So too with the capitalist. ... By capitalist, I mean the investor who puts his money into a concern and draws profits there from without participating in the organisation or management of the business. Were all these to disappear in the night, leaving no trace behind, nothing would be changed."

"Investment of capital, to yield its fruit in the future, must be based on expectations, of opportunities in the future. When I put this to Hayek, he told me that this was indeed the direction in which he had been thinking. Hayek gave me a copy of a paper on 'intertemporal equilibrium', which he had written some years before his arrival in London; the conditions for a perfect foresight equilibrium were there set out in a very sophisticated manner."

"The capitalists of a country which manages to capture foreign markets from other countries are able to increase their profits at the expense of the capitalists of the other countries. Similarly, a colonial metropolis may achieve an export surplus through investment in its dependencies."

"Senator Menendez seems to think that tax increases create jobs and investment. I believe that private businesses create jobs, and that investment will flow to states with good economic climates and good governance, especially in a globalized economy."

"As this State's income rises, so does the income of Michigan. As the income of Michigan rises, so does the income of the United States. A rising tide lifts all the boats and as Arkansas becomes more prosperous so does the United States and as this section declines so does the United States. So I regard this as an investment by the people of the United States in the United States."

"Professional investment may be likened to those newspaper competitions in which the competitors have to pick out the six prettiest faces from a hundred photographs, the prize being awarded to the competitor whose choice most nearly corresponds to the average preferences of the competitors as a whole."

"The social object of skilled investment should be to defeat the dark forces of time and ignorance which envelope our future."

"All successful investment involves trying to get into something where it's worth more than you're paying. That's what successful investing is."

"The intention of the US found its feature through a clear formulation in the Agreement for the IBRD. The “purposes of the Bank” were defined as follows: “To promote private foreign investment by means of guarantees or participations in loans and other investments made by private investors; and when private capital is not available on reasonable terms, to supplement private investments by providing, on suitable conditions, finance for productive purposes out of its own capital, funds raised by it and its other resources”"

"The Vatican urged Catholics on Thursday to disinvest from the armaments and fossil fuel industries and to closely monitor companies in sectors such as mining to check if they are damaging the environment. The calls were contained in a 225-page manual for church leaders and workers to mark the fifth anniversary of Pope Francis’ landmark encyclical “Laudato Si” (Praised Be) on the need to protect nature, life and defenseless people. The compendium suggests practical steps to achieve the goals of the encyclical, which strongly supported agreements to contain global warming and warned against the dangers of climate change. The manual’s section on finance said people “could favor positive changes ... by excluding from their investments companies that do not satisfy certain parameters.” It listed these as respect for human rights, bans on child labor and protection of the environment... Last month, more that 40 faith organizations from around the world, more than half of them Catholic, pledged to divest from fossil fuel companies. The document urges Catholics to defend the rights of local populations to have a say in whether their lands can be used for oil or mineral extraction and the right to take strong stands against companies that cause environmental disasters or over-exploit natural resources such as forests."

"It is the rate of investment which governs the rate of saving, and not vice versa."

"… If you want more work and investment, you hold a sale on economic activity by cutting tax rates, thereby reducing the cost of productive activity and increasing the prospect of after-tax returns on work and investment.""

"With joint-stock corporations, investors can place bets on the success of many different companies, without having to play a central management role in any one of them. This allows investors to diversify their financial holdings. It also allows them to capture profits on their investments, without having to get involved in the dirty, troublesome business of actually running a company."

"It can be argued that the U.S. brokerage and investment banking industry has transformed the modern American stock market into nothing more than a mechanism for transferring wealth from shareholders to management."

"Mutual funds are an overrated investment heavily promoted by Wall Street."

"The principles of investment are involved in activities that do not pass through the marketplace, and are not normally thought of as economic. Putting things away after you use them is an investment of time in the present to reduce the time required to find them in the future. Explaining yourself to others can be a time-consuming, and even unpleasant, activity but it is engaged in as an investment to prevent greater unhappiness in the future from misunderstandings."

"Economic life should be definancialised. We should learn not to use markets as storehouses of value: they do not harbour the certainties that normal citizens require. Citizens should experience anxiety about their own businesses (which they control), not their investments (which they do not control)."

"I wonder if those who advocate generosity for its rewards notice the inconsistency, or if what they call generosity is an attractive investment strategy."

"What fools call “wasting time” is most often the best investment."

"The writer, who as an engineer has spent most of his life in factories, is inclined to look at the basis for investment from a technological point of view... Consider … the class of industrial investments only... The situation is one of entrepreneurs and boards of directors considering, from time to time, various ’possibilities of investment’, such as extra lathes or looms, an extension to a factory, a venture in some completely new product, and so on. It is helpful to think of these ’opportunities for investment’ as existing, in a given situation, in great number and variety, whether they are at that moment under active consideration or not. When any such possibility is considered it is assessed in respect of ’expected profitability’. One may conveniently think of all possibilities of investment as ’quanta’ that can be placed in a schedule of small ranges of expected profitability according to these assessments. The placement of a given ’opportunity for investment’ on this schedule has some ’margin of uncertainty’ (a curious analogy with the case of the quanta of physics)."

"On October 27, University of Toronto (UofT) President Meric Gertler announced the university’s commitment to divest from fossil fuel companies within its endowment fund of $4 billion, citing findings from the United Nations and the World Health Organization on the impending climate crisis which “now demands bold actions that have both substantive and symbolic impact.” This divestment includes a pledge to divest from all direct investments in fossil fuel companies within the next 12 months... This decision follows those of many other universities across Canada and the United States in the past few years, including Concordia University in 2019 and Harvard University this past September....As of 2021, approximately 220 postsecondary institutions have divested from the fossil fuel industry. UofT’s decision was motivated by its perceived role as a leading academic institution to meet the “urgent challenge” of the climate crisis and its responsibility for the detrimental effects that will “disproportionately fall on students and generations of future students and children around the world.”"

"In every bureaucratic system the shifting of responsibilities is a matter of daily routine, and if one wishes to define bureaucracy in terms of political science, that is, as a form of government—the rule of offices, as contrasted to the rule of men, of one man, or of the few, or of the many—bureaucracy unhappily is the rule of nobody and for this very reason perhaps the least human and most cruel form of rulership."

"Le courant des affaires devant toujours s'expédier, il surnage une certaine quantité de commis qui se sait indispensable quoique congéable à merci et qui veut rester en place. La bureaucratie, pouvoir gigantesque mis en mouvement par des nains, est née ainsi."

"The bureaucratic culture which prompts us to view society as an object of administration, as a collection of so many 'problems' to be solved, as 'nature' to be 'controlled', 'mastered' and 'improved' or 'remade', as a legitimate target for 'social engineering', and in general a garden to be designed and kept in the planned shape by force (the gardening posture divides vegetation into 'cultured plants' to be taken care of, and weeds to be exterminated), was the very atmosphere in which the idea of the Holocaust could be conceived, slowly yet consistently developed, and brought to its conclusion."

"Bureaucracy is the epoxy that greases the wheels of progress."

"What bosses do: decapitate heads in the name of the freedom of the free markets. It’s bureaucracy terrorism—not different from the other terrorism that marches rampant in the streets—oh, bureaucracy terrorists name the other terrorists cowards, but what are they—sinister cowards—because they cripple your resources. They take away your office, your computer, and your friends."

"Human bureaucracies, and most alien ones, are slow by design, their response times slowed to a crawl despite all the technologies we employ to make their progress visible to the naked eye. That’s because they’re still subject to all the delays native to organic life: the mistakes, indecision, the malice, the covering of asses, and the reluctance to transmit even the most urgent message until after a leisurely break for lunch."

"The simplest way to explain the behavior of any bureaucratic organization is to assume that it is controlled by a cabal of its enemies."

"Stupidity multiplies unnecessary procedure, intelligence decreases it; therefore stupidity is the more functional from the bureaucratic point of view."

"Our society is run by a managerial bureaucracy, by professional politicians; people are motivated by mass suggestion, their aim is producing more and consuming more, as purposes in themselves."

"Bureaucracy is where fun goes to die."

"Everyone knows how compromised the idea of bureaucracy as a meritocratic system is. The first criterion of loyalty to any organization is therefore complicity. Career advancement is not based on merit but on a willingness to play along with the fiction that career advancement is based on merit, or with the fiction that rules and regulations apply to everyone equally, when in fact they are often deployed as an instrument of arbitrary personal power. ... As whole societies have come to represent themselves as giant credentialized meritocracies, rather than as systems of predatory extraction, we bustle about, trying to curry favor by pretending we actually believe it to be true."

"The bureaucracy is the most dangerously hidebound and conservative force; if it ends up by constituting a compact body, which stands on its own and feels itself independent of the mass of members, the party ends up by becoming anachronist and at moments of acute crisis it is voided of its social content and left as though suspended in mid-air."

"As specialists and bureaucrats, human beings become tools, able to make systems of exploitation and even terror function efficiently without the slightest sense of personal responsibility or understanding. They retreat into the arcane language of all specialists, to mask what they are doing and give to their work a sanitized, clinical veneer."

"Bureaucracy destroys initiative. There is little that bureaucrats hate more than innovation, especially innovation that produces better results than the old routines. Improvements always make those at the top of the heap look inept."

"Bureaucracy is ever desirous of spreading its influence and its power. You cannot extend the mastery of the government over the daily working life of a people without at the same time making it the master of the people's souls and thoughts."

"If you have ever wondered how [a totalitarian] regime can maintain control without breaking a sweat—or a rib—Hamilton College’s Alexsia T. Chan’s “Beyond Coercion: The Politics of Inequality in China” (Cambridge: Cambridge University Press, 2025) offers some clues about the art of bureaucratic suffocation. Forget tanks in Tiananmen or surveillance drones buzzing overhead. The Chinese state, Chan argues, has perfected a quieter, more elegant form of repression: political atomization. It’s repression by red tape, domination by document, and inequality by design."

"Besides, the paper pushers refuse to let the world end until every form is turned in, timestamped and properly initialed. Apocalypse is the last gasp of bureaucracy."

"There are more agriculture bureaucrats than there are farmers in this country."

"Project management has long been discussed by corporate executives and academics as one of several workable possibilities for organizational forms of the future that could integrate complex efforts and reduce bureaucracy.... This approach does not really destroy the vertical, bureaucratic flow of work but simply requires that line organizations talk to the other horizontally so work will be accomplished more smoothly throughout the organization"

"My symbol for Hell is something like the bureaucracy of a police state or the offices of a thoroughly nasty business concern."

"Bureaucratic thought does not deny the possibility of the science of politics, but regards it as identical with the science of administration."

"The only thing that saves us from the bureaucracy is inefficiency. An efficient bureaucracy is the greatest threat to liberty."

"Bureaucracy, the rule of no one, has become the modern form of despotism."

"A bureaucracy always tends to become a pedantocracy."

"Bureaucracy can have dehumanizing effect upon employees, making them more like machines, especially those at the lower levels of the organizational hierarchy"

"The great defect of scale, of course, which makes the game interesting — so that the big people don't always win — is that as you get big, you get the bureaucracy. And with the bureaucracy comes the territoriality — which is again grounded in human nature. And the incentives are perverse. For example, if you worked for AT&T in my day, it was a great bureaucracy. Who in the hell was really thinking about the shareholder or anything else? And in a bureaucracy, you think the work is done when it goes out of your in-basket into somebody else's in-basket. But, of course, it isn't. It's not done until AT&T delivers what it's supposed to deliver. So you get big, fat, dumb, unmotivated bureaucracies. They also tend to become somewhat corrupt. In other words, if I've got a department and you've got a department and we kind of share power running this thing, there's sort of an unwritten rule: "If you won't bother me, I won't bother you and we're both happy." So you get layers of management and associated costs that nobody needs. Then, while people are justifying all these layers, it takes forever to get anything done. They're too slow to make decisions and nimbler people run circles around them. The constant curse of scale is that it leads to big, dumb bureaucracy — which, of course, reaches its highest and worst form in government where the incentives are really awful. That doesn't mean we don't need governments — because we do. But it's a terrible problem to get big bureaucracies to behave."

"Once genius is submerged by bureaucracy, a nation is doomed to mediocrity."

"It is increasingly clear that the fate of the universe will come to depend more and more on individuals as the bungling of bureaucracy permeates every corner of our existence."

"Bureaucrats want bigger bureaus. Special interests are interested in whatever's special to them."

"Earth is still going round the sun, and neither the dictators nor the bureaucrats, deeply as they disapprove of the process, are able to prevent it."

"When despotism has established itself for ages in a country, as in France, it is not in the person of the king only that it resides. It has the appearance of being so in show, and in nominal authority; but it is not so in practice and in fact. It has its standard everywhere. Every office and department has its despotism, founded upon custom and usage. Every place has its Bastille, and every Bastille its despot. The original hereditary despotism resident in the person of the king, divides and sub-divides itself into a thousand shapes and forms, till at last the whole of it is acted by deputation. This was the case in France; and against this species of despotism, proceeding on through an endless labyrinth of office till the source of it is scarcely perceptible, there is no mode of redress. It strengthens itself by assuming the appearance of duty, and tyrannises under the pretence of obeying."

"Work expands so as to fill the time available for its completion."

"The time spent on any item of the agenda will be in inverse proportion to the sum involved."

"In a hierarchy every employee tends to rise to his level of incompetence."

"Bureaucracy defends the status quo long past the time when the quo has lost its status."

"The state—or, more precisely, the Communist Party—has no choice but to accommodate this new class because it depends on it to stay in power. And under Communism, the officialdom grows by leaps and bounds for the simple reason that inasmuch as all aspects of national life, the economy very much included, are taken over by the state, it requires a large bureaucracy to administer it. This bureaucracy is the favorite scapegoat of every Communist regime, yet none can manage without it. In the Soviet Union, within a few years of the Bolshevik coup d’état, the regime began to offer unique rewards to its leading cadres, which in time evolved into the nomenklatura, a hereditary privileged caste. This spelled the end of the ideal of equality. Thus to enforce the equality of possessions it is necessary to institutionalize inequality of rights. The contradiction between ends and means is built into Communism and into every country where the state owns all the productive wealth. True, periodic attempts have been made to shake off the grip that the Communist officialdom secured on the state and society. Lenin and Stalin tried purges, which under Stalin led to mass murder. Mao launched his “Cultural Revolution” to destroy entrenched party interests. None of these attempts succeeded. In the end, the nomenklaturas won out because without them nothing would work."

"Pournelle's Iron Law of Bureaucracy states that in any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. [...] The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions."

"If you are going to sin, sin against God, not the bureaucracy. God will forgive you but the bureaucracy won't."

"The administrative character... is liable to be influenced much more strongly by the choice of letter carriers and policemen than by the choice of a High Commissioner."

"In sharp contrast to the modus operandi of swarm dynamics, political bodies are ill-equipped to protect the integrity of their components and lack the collective wisdom for synchronization. Instead, highly layered command-based systems invade, institutionalize, and indoctrinate society with centralized directives, straitjacket bureaucracies, and self-serving officialdom. These systems hungrily feast on what others have created, cannibalizing other people’s resources like a tribe of pragmatic headhunters."

"The mills of bureaucracy may or may not grind fine, but they certainly grind exceeding slow."

"Forecasting by bureaucrats tends to be used for anxiety relief rather than for adequate policy making."

"I meant the petitions to provoke thought, to create discussion, but I underestimated the inertia in the system. I forgot that inertia is what bureaucracies are all about!"

"How easily we Indians see the several sides to every question! That is what makes us such good bureaucrats, and such poor totalitarians."

"Bureaucracy is [...] simultaneously the most crippling of Indian diseases and the highest of Indian art-forms."

"Bureaucracy and social harmony are inversely proportional to each other."

"There comes a time in the history of all bureaucracies when they must inevitably parody their own functions."

"A mission statement should define the business that the organization wants to be in, not necessarily what it is in."

"When a business is bought, it is bought for its potential—for its future, not its past."

"Business tomorrow."

"The people who believe most that our greatness and welfare are proved by our being very rich, and who most give their lives and thoughts to becoming rich, are just the very people whom we call the Philistines. Culture says: “Consider these people, then, their way of life, their habits, their manners, the very tones of their voice; look at them attentively; observe the literature they read, the things which give them pleasure, the words which come forth out of their mouths, the thoughts which make the furniture of their minds; would any amount of wealth be worth having with the condition that one was to become just like these people by having it?”"

"We were sinning by writing or reading or studying less than our assigned lessons. For I did not, O Lord, lack memory or capacity, for, by thy will, I possessed enough for my age. However, my mind was absorbed only in play, and I was punished for this by those who were doing the same things themselves. But the idling of our elders is called business; the idling of boys, though quite like it, is punished by those same elders, and no one pities either the boys or the men. For will any common sense observer agree that I was rightly punished as a boy for playing ball—just because this hindered me from learning more quickly those lessons by means of which, as a man, I could play at more shameful games?"

"Business, you know, may bring money, but friendship hardly ever does."

"In civil business: what first? boldness; what second and third? boldness. And yet boldness is a child of ignorance and baseness, far inferior to other parts."

"Come home to men's business and bosoms."

"Consequently, American businesses must meet the challenge of poorly- educated people in today's workforce by strengthening employee training programs."

"However successful a man may be in his own business, if he turns from that and engages ill a business which he don't understand, he is like Samson when shorn of his locks his strength has departed, and he becomes like other men."

"Many a man acquires a fortune by doing his business thoroughly, while his neighbour remains poor for life, because he only half does it. Ambition, energy, industry, perseverance, are indispensable requisites for success in business."

"Where is Christ, the King? In heaven, to be sure. Thither it behooves you, soldier of Christ, to direct your course. Forget all earthly delights. A soldier does not build a house; he does not aspire to possession of lands; he does not concern himself with devious, coin-purveying trade. … The soldier enjoys a sustenance provided by the king; he need not furnish his own, nor vex himself in this regard."

"The business changes. The technology changes. The team changes. The team members change. The problem isn't change, per se, because change is going to happen; the problem, rather, is the inability to cope with change when it comes."

"General Systems Theory, as originally intended by Von Bertalanffy, is an ideal framework for the modeling of a business enterprise. Work, in its most civilized form should enrich, empower and emancipate. Thus we must continue to find ways to support work as a humanistic, not mechanistic endeavor. We must continue to seek out new models of business that support and enhance the individual as well as the collective whole. Given all this new technology, we need new institutions for handling it."

"Seest thou a man diligent in his business? He shall stand before kings; he shall not stand before mean men."

"Don't steal; thou'lt never thus compete Successfully in business. Cheat."

"A man who is totally a business man is a stylite who never comes down from his column. He must have thoughts, feelings, eyes, ears, nose, taste, a sense of touch and a stomach only for Business. The business man knows neither father nor mother, neither uncle nor aunt, neither wife nor children, neither the beautiful nor the ugly, neither the clean nor the dirty, neither hot nor cold, neither God nor devil. He is wildly ignorant of letters, art, science, history, law. He must recognize and know only Business."

"Let the business of the world take care of itself … My business is to get the world saved; if this involves the standing still of the looms and the shutting up of the factories, and the staying of the sailing of the ships, let them all stand still. When we have got everybody converted they can go on again, and we shall be able to keep things going then by working half time and have the rest to spend in loving one another and worshipping God."

"Business has continued to be more interested in thinking, in general, than any other sector of society. The explanation for this is because there is a reality test. There is a bottom line. There are sales figures and profit figures. There are results."

"Formerly when great fortunes were only made in war, war was a business; but now, when great fortunes are only made by business, business is war."

"Loose ideas on the subject of business will not answer. It must be reduced to something of a science. It has its principles, upon a knowledge and an application of which, success in it mainly depends."

"The performance of business leaders during the next decade will play a major role in determining not only business but political and social trends for a long time to come. Here are some of the principal reasons: - Business leaders control the economic well-being of and stockholder. - The course of business shapes public opinion. - Business leaders shape public opinion. So, in addition to his or her prime responsibility of managing his or her enterprise at a profit, the business leader of today is faced with new and larger responsibilities. And, at the same time, the job of managing his or her enterprise at a profit is increasing in complexity. Consequently, the imposition of additional responsibilities makes the nation’s task of developing an adequate number of properly equipped executive leaders a staggering one indeed."

"I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models."

"A business of high principle generates greater drive and effectiveness because people know that they can do the right thing decisively and with confidence."

"In the field of modern business, so rich in opportunity for the exercise of man's finest and most varied mental faculties and moral qualities, mere money-making cannot be regarded as the legitimate end. Neither can mere growth of bulk or power be admitted as a worthy ambition. Nor can a man nobly mindful of his serious responsibilities to society view business as a game; since with the conduct of business human happiness or misery is inextricably interwoven."

"Real success in business is to be found in achievements comparable rather with those of the artist or the scientist, of the inventor or statesman. And the joys sought in the profession of business must be like their joys and not the mere vulgar satisfaction which is experienced in the acquisition of money, in the exercise of power or in the frivolous pleasure of mere winning."

"If you can run one business well, you can run any business well."

"The messy slow path is actually faster."

"What I must understand is why someone will continue to get out of bed in the morning once they have all the money they could want. Do they love the business, or do they love the money?"

"Business dispatched is business well done, but business hurried is business ill done."

"The rule of my life is to make business a pleasure and pleasure my business."

"Business is a good game—lots of competition and a minimum of rules. You keep score with money."

"Sometimes when I am alone in my beautiful apartments, brooding over these things and nursing my loneliness, I say to myself: "There are cases when success is a tragedy." There are moments when I regret my whole career, when my very success seems to be a mistake. I think that I was born for a life of intellectual interest. I was certainly brought up for one. The day when that accident turned my mind from college to business seems to be the most unfortunate day in my life. I think that I should be much happier as a scientist or writer, perhaps. I should then be in my natural element, and if I were doomed to loneliness I should have comforts to which I am now a stranger. That's the way I feel every time I pass the abandoned old building of the City College. The business world contains plenty of successful men who have no brains. Why, then, should I ascribe my triumph to special ability?"

"Everybody knows by now, all businessmen are completely full of shit; just the worst kind of low-life, criminal, cocksuckers you could ever wanna' run into – a fuckin' piece of shit businessman. And the proof of it, the proof of it is, they don't even trust each other. They don't trust one another. When a business man sits down to negotiate a deal, the first thing he does is to automatically assume that the other guy is a complete lying prick who's trying to fuck him outta his money. So he's gotta do everything he can to fuck the other guy a little bit faster and a little bit harder. And he's gotta do it with a big smile on his face. You know that big, bullshit businessman smile? And if you're a customer – Whoah! – that's when you get the really big smile. Customer always gets that really big smile, as the businessman carefully positions himself directly behind the customer, and unzips his pants, and proceeds to service...the...account. 'I am servicing this account. This customer needs service.' Now you know what they mean. Now you know what they mean when they say, 'We specialize in customer service.' Whoever coined the phrase 'let the buyer beware' was probably bleeding from the asshole. That's business."

"The man of business knows that only by years of patient, unremitting attention to affairs can he earn his reward, which is the result, not of chance, but of well-devised means for the attainment of ends."

"It is not size that counts in business. Some companies with $500,000 capital net more profits than other companies with $5 million. Size is a handicap unless efficiency goes with it."

"There is no America. There is no democracy. There is only IBM and ITT and AT&T and DuPont, Dow, Union Carbide, and Exxon. Those are the nations of the world today. What do you think the Russians talk about in their councils of state — Karl Marx? They get out their linear programming charts, statistical decision theories, minimax solutions, and compute the price-cost probabilities of their transactions and investments, just like we do. We no longer live in a world of nations and ideologies, Mr. Beale. The world is a college of corporations, inexorably determined by the immutable bylaws of business. The world is a business, Mr. Beale. It has been since man crawled out of the slime. And our children will live, Mr. Beale, to see that perfect world in which there's no war or famine, oppression or brutality — one vast and ecumenical holding company, for whom all men will work to serve a common profit, in which all men will hold a share of stock, all necessities provided, all anxieties tranquilized, all boredom amused."

"A rational, moral being cannot, without infinite wrong, be converted into a mere instrument of others’ gratification. He is necessarily an end, not a means. A mind, in which are sown the seeds of wisdom, disinterestedness, firmness of purpose, and piety, is worth more than all the outward material interests of a world. It exists for itself, for its own perfection, and must not be enslaved to its own or others’ animal wants."

"Despatch is the soul of business."

"You foolish man, you don't even know your own foolish business."

"This business will never hold water."

"The chief business of the American people is business."

"A business with an income at its heels."

"The business of America is business."

"Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service...The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow."

"Business!" cried the Ghost, wringing its hands again. "Mankind was my business. The common welfare was my business; charity, mercy, forbearance, and benevolence were all my business. The dealings of my trade were but a drop of water in the comprehensive ocean of my business!"

"Here's the rule for bargains: "Do other men, for they would do you." That's the true business precept."

"Talk of nothing but business, and dispatch that business quickly."

"Your company may have a reputation for brilliant leadership, outstanding innovation, clever branding and effective change management, but the business could fail if the world changes and you are unprepared."

"Business strategy is the battleplan for a better future."

"Free enterprise cannot be justified as being good for business. It can be justified only as being good for society."

"The basic definition of the business and of its purpose and mission have to be translated into objectives."

"Business has only two basic functions: marketing and innovation."

"Business? It's quite simple: it's other people's money."

"Business was his aversion; pleasure was his business."

"Do not craze yourself with thinking, but go about your business anywhere."

"We believe that there is one economic lesson which our twentieth century experience has demonstrated conclusively—that America can no more survive and grow without big business than it can survive and grow without small business…. the two are interdependent. You cannot strengthen one by weakening the other, and you cannot add to the stature of a dwarf by cutting off the legs of a giant."

"The technical and commercial functions of a business are clearly defined, but the same cannot be said of the administrative function. Not many people are familiar with its constitution and powers; our senses cannot follow its workings - we do not see it build or forge, sell or buy - and yet we all know that, if it does not work properly, the undertaking is in danger of failure."

"According to the dictionary, to administer is to govern, or to manage a public or private business. It means, therefore, to seek to make the best possible use of the resources available in achieving the goal of the enterprise. Administration includes, therefore, all the operations of the enterprise. But as a result of the usual way of organizing things to facilitate the running of the business, a certain number of activities constitute the special departments; the technical department, the commercial department, the financial department, etc., and the scope of the administrative department is found to be reduced accordingly. (p.911)"

"There is no one doctrine of administration for business and another for affairs of state; administrative doctrine is universal. Principles and general rules which hold good for business hold good for the state too, and the reverse applies."

"Do not become involved in the business world. Do not become entangled in the world's initiatives and the corruption you have fled through knowledge of the Savior."

"You can hardly have too much harmony in business. But you can go too far in picking men because they harmonize."

"Some day the ethics of business will be universally recognized, and in that day business will be seen to be the oldest and most useful of all the professions."

"Somewhere in the past. organizations were quite simple, and 'doing business' consisted of buying raw material from suppliers, converting into products, and selling it to customers... For the most part owner-entrepreneurs founded such simple business and worked along with members of their families. The family-dominated business still accounts for a large portion of the business start today."

"There is one and only one social responsibility of business—to use it resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."

"Business is other people's money."

"I think any man in business would be foolish to fool around with his secretary. If it's somebody else's secretary, fine!"

"The necessity -from a technical point of view - for control and, consequently, for domination, can be overcome without too much difficulty in small and medium-sized enterprises; it cannot be overcome in large enterprises except by effecting changes which are all the more difficult to implement since they affect both the enterprise's hierarchical structure and its technical (and spatial) organization. [...] The 'partnership' of labour and capital is thus destroyed at one fell swoop; the workers realize their co-operation with the management has been a swindle; and antagonistic class relations are re-established."

"All businesses operate below their true potential. That is unavoidable, given the fallibility of human beings."

"The more truth you can get into any business, the better. Let the other side know the defects of yours, let them know how you are to be satisfied, let there be as little to be found as possible (I should say nothing), and if your business be an honest one, it will be best tended in this way."

"Those that are above business."

"It is only the densest ethical ignorance that talks about a "Christian business" life; for business is now intrinsically evil."

"Whoever wants music instead of noise, joy instead of pleasure, soul instead of gold, creative work instead of business, passion instead of foolery, finds no home in this trivial world of ours."

"A boor cannot be sin-fearing, an ignoramus cannot be pious, a bashful one cannot learn, a short-tempered person cannot teach, nor does anyone who does much business grow wise."

"It is probably true that business corrupts everything it touches. It corrupts politics, sports, literature, art, labor unions and so on. But business also corrupts and undermines monolithic totalitarianism. Capitalism is at its liberating best in a noncapitalist environment."

"Quod medicorum est Promittunt medici, tractant fabrilia fabri."

"Aliena negotia curo, Excussus propriis."

"The Businessman is one who supplies something great and good to the world, and collects from the world for the goods."

"We now say that the Science of Economics, or Business, is the chief concern of humanity. Business is intelligent, useful activity. The word "busy-ness" was coined during the time of Chaucer by certain soldier-aristocrats, men of the leisure class, who prided themselves upon the fact that they did no useful thing. Men of power proved their prowess by holding slaves, and these slaves did all the work. To be idle showed that one was not a slave. But this word "business," first flung in contempt, like Puritan, Methodist and Quaker, has now become a thing of which to be proud. Idleness is the disgrace, not busy-ness."

"The duty of government is to leave commerce to its own capital and credit as well as all other branches of business, protecting all in their legal pursuits, granting exclusive privileges to none."

"Don't even bring me cost savings. Cost savings are nice, but they're not what I'm really interested in ... Bring me revenue growth and you've got my ear. Bring me new value, new products, new customers, new markets: then you've got my attention, then you've got my support. Don't bring me a good idea. Not interested."

"Jesus ... combines all duties (1) in one universal rule (which includes within itself both the inner and the outer moral relations of men), namely: Perform your duty for no motive other than unconditioned esteem for duty itself, i.e., love God (the Legislator of all duties) above all else; and (2) in a particular rule, that, namely, which concerns man’s external relation to other men as universal duty: Love every one as yourself, i.e., further his welfare from good-will that is immediate and not derived from motives of self-advantage. These commands are not mere laws of virtue but precepts of holiness which we ought to pursue, and the very pursuit of them is called virtue."

"In business the 80/20 principle is behind any innovation, any extra value. It is an entrepreneurial principle, a formula for value creation utilized not only by entrepreneurs, but by most managers and organizations."

"One should never let pleasure interfere with business."

"Business before pleasure. Context: I see that his Britannic Majesty will not marry Hortense — I see that Hortense will marry Meilleraye. Business before pleasure, I am ready to grant; but when there is none, il faut s'amuser."

"A man's success in business today turns upon his power of getting people to believe he has something that they want."

"Business today consists in persuading crowds."

"These are mere business relations, miss; there is no friendship in them, no particular interest, nothing like sentiment. I have passed from one to another, in the course of my business life, just as I pass from one of our customers to another in the course of my business day; in short, I have no feelings; I am a mere machine. To go on."

"A matter of business. Regard it as a matter of business — business that must be done."

"There is no better ballast for keeping the mind steady on its keel, and saving it from all risk of crankiness, than business."

"In business everyone is out to grab, to fight, to win. Either you are the under or the over dog. It is up to you to be on top."

"Everybody's business is nobody's business."

"An artisan busies himself with his work for three hours each day and spends nine hours in study."

"You silly old fool, you don't even know the alphabet of your own silly old business."

"Most American men of affairs have learned well the rhetoric of public relations, in some cases even to the point of using it when they are alone, and thus coming to believe it."

"We all learn by imitating, as children, as students, as novices in the world of business. And then we grow up and learn to blend our innate abilities with the rules or principles we have learned."

"From all business, my favorite case on incentives is Federal Express. The heart and soul of their system — which creates the integrity of the product — is having all their airplanes come to one place in the middle of the night and shift all the packages from plane to plane. If there are delays, the whole operation can't deliver a product full of integrity to Federal Express customers. And it was always screwed up. They could never get it done on time. They tried everything — moral suasion, threats, you name it. And nothing worked. Finally, somebody got the idea to pay all these people not so much an hour, but so much a shift — and when it's all done, they can all go home. Well, their problems cleared up overnight."

"I don't think that corporations are these big bogeymen that a lot of people paint them to be. … A corporation is a group of people, and if you want to come together for profit or nonprofit, that's your business—whatever you want to do."

"Business is business. There is no special business for man or for woman."

"Curse on the man who business first designed, And by't enthralled a freeborn lover's mind!"

"It is very sad for a man to make himself servant to a thing, his manhood all taken out of him by the hydraulic pressure of excessive business. I should not like to be merely a great doctor, a great lawyer, a great minister, a great politician—I should like to be also something of a man."

"Ninety-nine men in a hundred are natural men, that is, beasts of prey; and it is mere insanity, in business matters, to deal with a stranger upon any other assumption than that he is a natural man, though we should veil our knowledge of the actual fact by a courteous recognition in words and manners of his better possibilities."

"Labour as a good soldier of Christ Jesus. No man, being a soldier to God, entangleth himself with secular businesses."

"Negotii sibi qui volet vim parare, Navem et mulierem, hæc duo comparato. Nam nullæ magis res duæ plus negotii Habent, forte si occeperis exornare. Neque unquam satis hæ duæ res ornantur, Neque eis ulla ornandi satis satietas est."

"Socrates makes me admit to myself that, even though I myself am deficient in so many regards, I continue to take no care of myself, but occupy myself with the business of the Athenians."

"A man of business may talk of philosophy; a man who has none may practice it."

"[A Jew] should make Torah his principal occupation and his work his casual one. He should minimize his business pursuits and occupy himself with Torah. And he should remove fleeting pleasures from his heart, and work each day enough to maintain himself. ... The rest of the day and night, he should occupy himself with Torah."

"The business point of view, so called, has been the winding-sheet of many a fine mind."

"A friendship founded on business, which Mr. Flagler used to say was a good deal better than a business founded on friendship."

"The mechanism of modern business is so delicate that extreme care must be taken not to interfere with it in a spirit of rashness or ignorance."

"We demand that big business give people a square deal; in return we must insist that when any one engaged in big business honestly endeavors to do right, he shall himself be given a square deal."

"When men are rightly occupied, their amusement grows out of their work, as the colour-petals out of a fruitful flower;—when they are faithfully helpful and compassionate, all their emotions become steady, deep, perpetual, and vivifying to the soul as the natural pulse to the body. But now, having no true business, we pour our whole masculine energy into the false business of money-making; and having no true emotion, we must have false emotions dressed up for us to play with, not innocently, as children with dolls, but guiltily and darkly."

"I never can make out how it is that a knight-errant does not expect to be paid for his trouble, but a peddler-errant always does."

"The first mistake belonging to business is the going into it."

"Men make it such a point of honour to be fit for business that they forget to examine whether business is fit for a man."

"It is not a reproach but a compliment to learning, to say, that great scholars are less fit for business; since the truth is, business is so much a lower thing than learning, that a man used to the last cannot easily bring his stomach down to the first."

"People are a thousand times more concerned to become wealthy than to acquire mental culture, whereas it is quite certain that what we are contributes much more to our happiness than what we have. Therefore we see very many work from morning to night as industriously as ants and in restless activity to increase the wealth they already have. Beyond the narrow horizon of the means to this end, they know nothing; their minds are a blank and are therefore not susceptible to anything else. The highest pleasures, those of the mind, are inaccessible to them and they try in vain to replace them by the fleeting pleasures of the senses in which they indulge at intervals and which cost little time but much money. If their luck has been good, then as a result they have at the end of their lives a really large amount of money, which they now leave to their heirs either to increase still further or to squander. Such a life, though pursued with a very serious air of importance, is therefore just as foolish as is many another that had for its symbol a fool’s cap."

"Arthur Schlesinger, Jr., in a mordant protest written soon after the election, found the intellectual “in a situation he has not known for a generation.” After twenty years of Democratic rule, during which the intellectual had been in the main understood and respected, business had come back into power, bringing with it “the vulgarization which has been the almost invariable consequence of business supremacy.”"

"A cloud masses, the sky darkens, leaves twist upward, and we know that it will rain. We also know that after the storm, the runoff will feed into groundwater miles away, and the sky will grow clear by tomorrow. All of these events are distant in time and space, if they're all connected within the same pattern. Each has an influence on the rest, and influence that is usually hidden from view. You can only understand the system of rainstorm by contemplating the whole not any part of the pattern. Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it's doubly hard to see the whole pattern of change. Instead we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get resolved."

"To business that we love we rise betime, And go to 't with delight."

"In business affairs, it is the manner in which even small matters are transacted that often decides man for or against you."

"It is held that one fulfils his whole duty when he is industrious in his business or vocation, observing also the decencies of domestic, civil, and religious life. But activity of this kind stirs only the surface of our being, leaving what is most divine to starve; and when it is made the one important thing, men lose sense for what is high and holy, and become commonplace, mechanical, and hard. Science is valuable for them as a means to comfort and wealth; morality, as an aid to success; religion, as an agent of social order. In their eyes those who devote themselves to ideal aims and ends are as foolish as the alchemists, since the only real world is that of business and politics, or of business simply, since politics is business."

"O brave youth, how good for thee it were couldst thou be made to understand how infinitely precious are thy school years—years when thou hast leisure to grow, when new worlds break in upon thee, and thou fashionest thy being in the light of the ideals of truth and goodness and beauty! If now thou dost not fit thyself to become free and whole, thou shalt, when the doors of this fair mother-house of the mind, close behind thee, be driven into ways that lead to bondage, be compelled to do that which cripples and dwarfs; for the work whereby men gain a livelihood involves mental and moral mutilation, unless it be done in the spirit of religion and culture. Ah! well for thee, canst thou learn while yet there is time that it will profit thee nothing to become the possessor of millions, if the price thou payest is thy manhood."

"No man tastes pleasures truly, who does not earn them by previous business; and few people do business well, who do nothing else."

"Of course, there's a different law for the rich and the poor: otherwise, who would go into business?"

"Organizations are defined from the inside out: they are described by who reports to whom, by departments and processes and matrices and perks. A business, on the other hand, is defined from the outside in by markets, suppliers, customers, and competitors."

"Men of great parts are often unfortunate in the management of public business, because they are apt to go out of the common road by the quickness of their imagination."

"Par negotiis neque supra."

"Omnibus nobis ut res dant sese, ita magni atque humiles sumus."

"Cujuslibet tu fidem in pecunia perspiceres, Verere ei verba credere?"

"When the going gets tough, the tough get going."

"I think that there is nothing, not even crime, more opposed to poetry, to philosophy, ay, to life itself, than this incessant business."

"Most are engaged in business the greater part of their lives, because the soul abhors a vacuum and they have not discovered any continuous employment for man's nobler faculties."

"Most of those who say so easily that this is our way out do not, I am convinced, understand that fundamental changes of attitude, new disciplines, revised legal structures, unaccustomed limitations on activity, are all necessary if we are to plan. This amounts, in fact, to the abandonment, finally, of laissez faire. It amounts, practically, to the abolition of "business"."

"{{cite web |url=https://www.innovolo.co.uk/article/just-because-there-is-a-gap-in-the-market-doesnt-mean-there-is-a-market-in-the-ga |title=Just because there's a gap in the market, doesn't mean there's a market in the gap. |author= |authorlink= |coauthors= |date= |year=2022 |month=January"

"I have laid aside business, and gone a-fishing."

"I remember that a wise friend of mine did usually say, "That which is everybody's business is nobody's business.""

"The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses."

"Business has to be fun. For too many people, it's "just a job.""

"Every great man of business has got somewhere a touch of the idealist in him."

"Go, go to your business, I say, pleasure, whilst I go to my pleasure, business."

"“What of the man who is such a keen man of business that he has no leisure for anything but the selfish pursuit of gain?”"

"It took me a long time to understand why so much that surrounded me was too ugly to tolerate without protest. But eventually I learned the reason. I saw that the conduct of my fellow-men could not be otherwise than disappointing, in fact parasitical and corrupt, and that most of our troubles emanated from a cause which manifestly would grow worse so long as we put up with it. That cause was Capitalism. Man's natural self-interest become perverted and ruthless! The motivating principle of business (though not openly confessed), when summed up, meant: "Get yours; never mind the other fellow." I saw, too, that our law-makers and judges of the meaning of the law put property rights first and left human rights to shift for themselves."

"Of course clergymen and other paid teachers and moralists admonished us to be upright and unselfish, and for people with good incomes it was easy to condemn those living on the edge of poverty as inferior, impractical, shiftless, and lacking respect for the social code. It was easy to shout thief at the other fellow when you had no temptation to steal-I mean steal in a petty way. But stealing in a big way was often accepted as good business judgment."

"We must study the general political situation... we must calculate our account out of coldness of spirit and patience."

"Do you think that mere words are strategy and power for war?"

"Confusing testosterone with strategy is a bad idea."

"To win by strategy is no less the role of a general than to win by arms."

"There webs were spread of more than common size, And half-starved spiders prey'd on half-starved flies."

"Business strategy is a battle plan for a better future."

"You can have the greatest strategy in the world but what is the point if no one cares?"

"We are in the throes of a transition where every publication has to think of their digital strategy."

"Strategy is a system of expedients; it is more than a mere scholarly discipline. It is the translation of knowledge to practical life, the improvement of the original leading thought in accordance with continually changing situations."

"Since human beings are highly adaptable it may be possible for an individual with any sort of competence to learn, in the end, according to any teaching strategy. But the experiments show, very clearly indeed, that the rate, quality and durability of learning is crucially dependent upon whether or not the teaching strategy is of a sort that suits the individual"

"Those oft are stratagems which errors seem, Nor is it Homer nods, but we that dream."

"The essence of strategy is choosing what not to do."

"All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved."

"Implementation, not strategy, is what usually separates winners from losers in most industries, and generally explains the difference between success and failure"

"In real life, strategy is actually very straightforward. You pick a general direction and implement like hell."

"For her own breakfast she'll project a scheme, Nor take her tea without a stratagem."

"Instead of the hit-and-miss strategy of trying to find signals using creativity and thought," a Renaissance computer specialist says, "now you can just throw a class of formulas at a machine-learning engine and test out million of different possibilities."

"Much is said about scientific management of work. It is a narrow view which restricts the science which secures efficiency of operation to movements of the muscles. The chief opportunity for science is the discovery of the relations of a man to his work — including his relations to others who take part — which will enlist his intelligent interest in what he is doing. Efficiency in production often demands division of labor. But it is reduced to mechanical routine unless workers see the technical, intellectual, and social relationships involved in what they do, and engage in their work because of the motivation furnished by such perceptions. The tendency to reduce such things as efficiency of activity and scientific management to purely technical externals is evidence of the one-sided stimulation of thought given to those in control of industry — those who supply its aims. Because of their lack of all-round and well-balanced social interest, there is not sufficient stimulus for attention to the human factors and relationships in industry. Intelligence is narrowed to the factors concerned with technical production and marketing of goods. No doubt, a very acute and intense intelligence in these narrow lines can be developed, but the failure to take into account the significant social factors means none the less an absence of mind, and a corresponding distortion of emotional life."

"By the time of Frederick Winslow Taylor's death, the gospel of industrial efficiency preached by American scientific managers was commonplace on both sides of the Atlantic. In the following years of world war, reconstruction, and adjustment, scientific management attracted a new generation of advocates and practitioners, many of whom would have perplexed and shocked Taylor and his immediate circle. Of the entrepreneurs of scientific management who succeeded Frank Gilbreth, Harrington Emerson, Richard Feiss, and other pioneers, none was more successful than (1886-1944). Unlike Tay­lor and his colleagues, Bedaux was and still is a mysterious figure. Secretive to a fault, he avoided professional contacts, refused to write for popular or technical journals, and spurned publicity. Yet he was a master salesman whose operations were global in scope and impact. Only in recent years, with the discovery of the papers of the British Bedaux Company, is it possible to gauge the impact of Bedaux and his extraordinary career."

"In the most advanced areas of this civilization, the social controls have been introjected to the point where even individual protest is affected at its roots... The manifold processes of introjection seem to be ossified in almost mechanical reactions. The result is, not adjustment but mimesis: an immediate identification of the individual with his society and, through it, with the society as a whole. This immediate, automatic identification (which may have been characteristic of primitive forms of association) reappears in high industrial civilization; its new “immediacy,” however, is the product of a sophisticated, scientific management and organization. In this process, the “inner” dimension of the mind in which opposition to the status quo can take root is whittled down. The loss of this dimension, in which the power of negative thinking—the critical power of Reason—is at home, is the ideological counterpart to the very material process in which advanced industrial society silences and reconciles the opposition..."

"With the triumph of scientific management, unions would have nothing left to do, and they would have been cleansed of their most evil feature: the restriction of output. To underscore this idea, Taylor fashioned the myth that 'there has never been a strike of men working under scientific management', trying to give it credibility by constant repetition. In similar fashion he incessantly linked his proposals to shorter hours of work, without bothering to produce evidence of "Taylorized" firms that reduced working hours, and he revised his famous tale of Schmidt carrying pig iron at Bethlehem Steel at least three times, obscuring some aspects of his study and stressing others, so that each successive version made Schmidt's exertions more impressive, more voluntary and more rewarding to him than the last. Unlike Harrington Emerson, Taylor was not a charlatan, but his ideological message required the suppression of all evidence of worker's dissent, of coercion, or of any human motives or aspirations other than those his vision of progress could encompass."

"We never had any use for Taylor nor any of the efficiency or scientific management crowd. They never realized that human toil was the last thing in the world you had to be efficient about; the only way to be really efficient is to eliminate it entirely, and this would have been heresy to any of the Taylor, Gant, Barth, Cook efficiency crowd. It is sad to contemplate that men of the technical ability of the names mentioned in this paragraph were so lame in their thinking and social outlook that they missed the boat so completely. Who in hell wants to be efficient with a shovel, and what sense would there be even if you succeeded? They should have had their heads opened with a shovel, it might have been more effective."

"In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men."

"Despite the pseudo-scientific apologies for the Taylorist approach, the public readily developed a very negative view of it. As the Taylor Society admitted with surprising candor, scientific management was widely seen as "the degradation of workmen into obedient oxen under the direction of a small body of experts—into men debarred from creative participation in their work.""

"Commons provided the cardinal reason for the unions' absence of hostility to Taylorism: "... the unions have generally come to the point of confining their attention to wages — that is, to distribution — leaving to employers the question of production." ... The "management's rights" clause found in every U.S. union contract ... vests the sole right to set work methods, job design, assignments, etc. with management. ... In fact, well before the War the idea began spreading that unionization, with its standard "management's rights" clause contracts, was the best approach for fitting the Taylorist yoke on the workers. The efficacy of this "trojan horse" tactic of union mediation led Thompson to prescribe industrial unionism over the AFL's craft unionism as the best way the secure the Taylor system in industry."

"[The decisionmaking role of the firm has progressed from the neoclassical standpoint of profit maximization to sales maximization, utility maximization, and satisficing. From the Operation Research point of view] ...the ideal picture is that someone, presumable the firm that hires the operations researcher, hands him, on a silver platter, an objective function. By talking to the engineers, or by looking into a few scientific laws, he determines the policy alternatives available and also the model"

"The development (rather than the history) of operations research as a science consists of the development of its methods, concepts, and techniques. Operations research is neither a method nor a technique; it is or is becoming a science and as such is defined by a combination of the phenomena it studies."

"We may recognize the subject of management cybernetics — which is seen as a rich provider of models for doing Operations research."

"The aim of management science is to display the best course of action in a given set of circumstances, and this must include all the circumstances."

"The 19th and first half of the 20th century conceived of the world as chaos. Chaos was the oft-quoted blind play of atoms, which, in mechanistic and positivistic philosophy, appeared to represent ultimate reality, with life as an accidental product of physical processes, and mind as an epi-phenomenon. It was chaos when, in the current theory of evolution, the living world appeared as a product of chance, the outcome of random mutations and survival in the mill of natural selection. In the same sense, human personality, in the theories of behaviorism as well as of psychoanalysis, was considered a chance product of nature and nurture, of a mixture of genes and an accidental sequence of events from early childhood to maturity. Now we are looking for another basic outlook on the world -- the world as organization. Such a conception -- if it can be substantiated -- would indeed change the basic categories upon which scientific thought rests, and profoundly influence practical attitudes. This trend is marked by the emergence of a bundle of new disciplines such as cybernetics, information theory, general system theory, theories of games, of decisions, of queuing and others; in practical applications, systems analysis, systems engineering, operations research, etc. They are different in basic assumptions, mathematical techniques and aims, and they are often unsatisfactory and sometimes contradictory. They agree, however, in being concerned, in one way or another, with "systems," "wholes" or "organizations"; and in their totality, they herald a new approach."

"Linear programming is viewed as a revolutionary development giving man the ability to state general objectives and to find, by means of the simplex method, optimal policy decisions for a broad class of practical decision problems of great complexity. In the real world, planning tends to be ad hoc because of the many special-interest groups with their multiple objectives."

"The concern of OR with finding an optimum decision, policy, or design is one of its essential characteristics. It does not seek merely to define a better solution to a problem than the one in use; it seeks the best solution... [It] can be characterized as the application of scientific methods, techniques, and tools to problems involving the operations of systems so as to provide those in control of the operations with optimum solutions to the problems."

"OR is the securing of improvement in social systems by means of scientific method"

"By the end of the war the new game theoretic methods that had been developed by von Neumann and Morgenstern were added to the toolkit and mathematical techniques that operations research scientists deployed. These proved very valuable, and game theoretic approaches took on great importance after the war."

"Operations research has many precursors and allied fields, including Taylorism (after Frederick W. Taylor), scientific management and management science, industrial engineering and systems analysis. As one early textbook explained, the roots of OR "are as old as science and the management function. Its name dates back only to 1940" (Churchman et al. 1957: 3). Certainly its practitioners have expended much energy and ink in search of an acceptable definition of OR. Morse tried unsuccessfully to halt the debate by declaring OR to be 'the activity carried on by members of the Operations Research Society' (Morse 1953: 159) But his colleagues were not so easily dissuaded from debate. Much of the concern with definition focused on the sometimes elusive distinctions between OR and neighbouring fields; the attempt to define, or redefine, OR was also born of the desire to allow the subject to evolve beyond the orthodoxy of wartime experience. Crucial considerations included the balance between model and application, and the complexity of the mathematics involved."

"It is hard to say whether increasing complexity is the cause or the effect of man's effort to cope with his expanding environment. In either case a central feature of the trend has been the development of large and very complex systems which tie together modern society. These systems include abstract or non-physical systems, such as government and the economic system. They also include large physical systems like pipe line and power distribution systems, transportation and electrical communication systems. The growth of these systems has increased the need not only for over-all planning, but also for long-range development of the systems. This need has induced increased interest in the methods by which efficient planning and design can be accomplished in complex situations where no one scientific discipline can account for all the factors. Two similar disciplines which emerged about the time of World War II to cope with these problems are called systems engineering and operations research."

"The Mathematical School ; Although mathematical methods can be used by any school of management theory, and have been, I have chosen to group under a school those theorists who see management as a system of mathematical models and processes. Perhaps the most widely known group I arbitrarily so lump are the operations researchers or operations analysts, who have sometimes anointed themselves with the rather pretentious name of "management scientists." The abiding belief of this group is that, if management, or organization, or planning, or decision making is a logical process, it can be expressed in terms of mathematical symbols and relationships. The central approach of this school is the model, for it is through these devices that the problem is expressed in its basic relationships and in terms of selected goals or objectives."

"We should no longer have trouble explaining the scope and methods of operations research to the layman. We already can say: operations research is the activity carried on by members of the Operational Research Society; its methods are those reported in our journal."

"The conclusions of most good operations research studies are obvious."

"It may be said that systems engineering is directed at the design and operating problems of production processes and units, while operations research is applied to problems in other areas of management such as sales, marketing, and external finance."

"Herbert A. Simon's scientific output goes far beyond the disciplines in which he has held professorships: political science, administration, psychology and information sciences. He has made contributions in the fields of science theory, applied mathematics, statistics, operations research, economics and business and public administration (and), in all areas in which he has conducted research, Simon has had something of importance to say.""

"The development of information research has increased considerably the interaction of emerging information science with other disciplines. Librarianship has traditionally had links with education and classification and has drawn ideas from logic and philosophy. But during the last fifty years new insights and methods have been derived from sociology and social psychology, from computer science, from operations research and related quantitative approaches, from communications research, from linguistics, and most recently from the new hybrids: cognitive science and artificial intelligence."

"Operations research is a scientific approach to problem-solving for executive management."

"Excellent actions must be good in themselves and good and noble."

"For the things we have to learn before we can do them, we learn by doing them."

"Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit."

"Well begun is half done"

"You will find your vocation where your talents meet opportunity."

"Probable impossibilities have to be preferred to improbable possibilities."

"For the beginning is thought to be more than half the whole."

"Project engineering is the business of building plants — from the preliminary study through the design, procurement, erection and trial operation. It is a problem in management and a business in itself, with its own procedures and its own opportunities for blunder and oversight by the inexperienced... Medium and small size process industry firms almost always, and the all largest sometimes, find it necessary and profitable to engage the service of outside engineers to help with their projects. Project management is the very business of the consulting and engineering company just as the manufacture and sale of certain products is the very business of the process industry firm. The consulting and engineering company is constantly engaged in project management on a variety of jobs and is constantly studying and striving to improve its methods; it is but natural that they bring to the project experience, ability and facilities not possessed by the process industry firm. To the latter, the project is an activity incidental to their main goals. Project management is not part of their main business, and they cannot afford to divert their time and attention from their chief responsibilities, where they are efficient, to the specialized job of project management, where they are likely to be inefficient."

"The accuracy of estimates is a function of the stage of development (i.e. estimates improve as development of the item progress). This also means that estimates for development projects representing only 'modest advances' tend to be better than for more ambitious projects."

"Project management is becoming more important as equipment, systems, and projects become more complex."

"The classical vertical arrangement for project management is characterized by an inherent self-sufficiency of operation. It has within its structure all the necessary specialized skills to provide complete engineering capabilities and it also has the ability to carry on its own laboratory investigations, preparation of drawings, and model or prototype manufacture."

"If a given task depends on the completion of other assignments in other functional areas, and if it will, in turn, affect the cost or timing of subsequent tasks, project management is probably called for"

"The difficulty in project management is how to apply competition between task efforts and between subtask efforts when such things as the task managers' work, schedules, and budgets are all different. Competition is apparent at only the grossest level, between the U.S. and U.S.S.R.; and this competition is too removed, too broad, and full of too many unknown factors to provide an effective day by day incentive to all project personnel."

"The project manager’s staff should be qualified to provide personal administrative and technical support. He should have sufficient authority to increase or decrease his staff as necessary throughout the life of the project. This authorization should include selective augmentation for varying periods of time from the supporting functional areas."

"Basic to successful project management is recognizing when the project is needed — in other words, when to form a project, as opposed to when to use the regular functional organization to do the job. At what point in time do the changes in"

"In many ways, project management is similar to functional or traditional management. The project manager, however, may have to accomplish his ends through the efforts of individuals who are paid and promoted by someone else in the chain of command. The pacing factor in acquiring a new plant, in building a bridge, or in developing a new product is often not technology, but management. The technology to accomplish an ad hoc project may be in hand but cannot be put to proper use because the approach to the management is inadequate and unrealistic. Too often this failure can be attributed to an attempt to fit the project to an existing management organization, rather than molding the management to fit the needs of the project. The project manager, therefore, is somewhat of a maverick in the business world. No set pattern exists by which he can operate. His philosophy of management may depart radically from traditional theory."

"Project management is needed only for situations which are out of the ordinary; but when the need exists, this may often be the only way by which the task may be handled successfully. These situations require a different attitude on the part of the top management, the undivided attention of a project manager and different methods for control and communications than those used in the normal routine business situation... Pure project management assigns complete responsibility for the task and resources needed for its accomplishment to one project manager. The organization of a large project, though it will be dissolved upon completion of the task, operates for its duration much like a regular division and is relatively independent of any other division or staff group."

"If a high degree of certainty exists concerning all major events, operations, and outcomes, project management is not essential."

"Project Management is an approach which has been developed and successfully employed for more than a decade to systematically plan and control efforts which have an identifiable end item, the production of which involves complexity, risk and some sort of a fixed deadline."

"Functional people often think that, since project management is primarily an administrative job, loss of a highly technical man to that organization is a loss of resources to the company."

"The ’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization."

"Project management is distinguished from production management primarily by the non-repetitive nature of the work denned as a project."

"Project management is clearly a part of software engineering, and its effective employment plays a major role in reducing the problems associated with delivering software within estimated time and cost."

"Project management is not universally applicable. The utility of the idea depends on the magnitude of the effort, the complexity, the degree of unfamiliarity and interrelatedness, and the concern with the organization's reputation."

"The real key to effective project management is the project network chart. No amount of bells and whistles can compensate for an inefficiently constructed project network."

"Generally, project management is distinguished from the general management of corporations by the mission- oriented nature of a project. A project organization will generally be terminated when the mission is accomplished"

"Today, the concept behind project management is being applied in such diverse industries and organizations as defense, construction, pharmaceuticals, chemicals, banking, hospitals, accounting, advertising, law, state and local governments, and the United Nations."

"In the past few years, it has been recognized that project management is an identifiable profession — or job category, if you like — requiring specific skills, training, knowledge and even cultivated personality traits."

"Project management is one of those applications that everyone knows someone else should be using."

"Project management is one of those applications everyone talks about but not too many people use."

"A fundamental yet often overlooked principle of successful project management is that you can't do it alone."

"If a project has not achieved a system architecture, including its rationale, the project should not proceed to full-scale system development. Specifying the architecture as a deliverable enables its use throughout the development and maintenance process."

"Projects and project management... encompasses several thousands of years where evidence exists to demonstrate that projects were used to change and advance societies and that some form of project management was needed to ensure favorable conversion of resources to the benefit of these societies... For centuries, project management has been used in some rudimentary form to create change or deal with change in societies. Change in a positive sense is caused by the application of management action that results in the consumption of resources to create a desired product, service, or organizational process. Change also may be meeting uncertain situations to identify and implement actions to obtain the most favorable outcome. Project management, in whatever form, has been used for centuries to plan for, implement, and meet change... It was the 1950s when project management was formally recognized as a distinct contribution arising from the management discipline. Prior uses of project management had a focus on cost, schedule, and technical performance but lacked the formal definition and embracing of the management concepts and processes in an integrated manner. Since the early 1950s, names and labels have been given to the elements of the project management discipline, helping to facilitate its further development as a profession."

"An important part of project management is keeping track of thoughts, assumptions, suggestions, limitations, and the myriad related details of the project."

"Most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload."

"The lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things."

"Dodge v. Ford still stands for the legal principal that managers and directors have a legal duty to put the shareholders' interests above all others and no legal authority to serve any other interests - what has come to be known as "the best interests of the corporation" principal."

"Like every other department in Zephyr, Training Sales has an open floor plan, which means everyone works in a sprawling cubicle farm except the manager, who has an office with a glass internal wall, across which blinds are permanently drawn. Open-plan seating, it has been explained in company-wide memos, increases teamwork, and boosts productivity. Except in managers, that is, whose productivity tends to be boosted by—and the memos don’t say this, but the conclusion is inescapable—corner offices with excellent views."

"How she became manager remains a mystery. But there are only two possibilities. One is that Senior Management mistook her tirades for drive and a commitment to excellence. The other is that they knew Sydney was a paranoid psychopath, and that’s exactly the kind of person they want in management."

"The strategies that managers employ are at least as important as the facilities at their disposal."

"I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models."

"I think that not relying too heavily on one bank and one bank manager is a good rule to learn."

"It’s simply to say that managers and investors alike must understand that accounting numbers are the beginning, not the end, of business valuation."

"If you have a great manager, you want to pay him very well."

"After one look at this planet any visitor from outer space would say "I WANT TO SEE THE MANAGER.""

"As for the employees, the payment in stock options revives, somewhat ironically, the old anarchist ideology of self-management of the company, as they are co-owners, co-producers, and co-managers of the firm."

"These are the duties of the overseer: He should maintain discipline. He should observe the feast days. He should respect the rights of others and steadfastly uphold his own. He should settle all quarrels among the hands; If any one is at fault he should administer the punishment. He should take care that no one on the place is in want, or lacks food or drink; in this respect he can afford to be generous, for he will thus more easily prevent picking and stealing."

"Roughly speaking, I think it's accurate to say that a corporate elite of managers and owners governs the economy and the political system as well, at least in very large measure. The people, so-called, do exercise an occasional choice among those who Marx once called "the rival factions and adventurers of the ruling class.""

"Concentration of ownership in the media is high and increasing. Furthermore, those who occupy managerial positions in the media, or gain status within them as commentators, belong to the same privileged elites, and might be expected to share the perceptions, aspirations and attitudes of their associates, reflecting their own class interests as well..."

"[I]n the humanities and social sciences, and in fields like journalism and economics and so on … people have to be trained to be managers, and controllers, and to accept things, and not to question too much."

"Only the general manager can mold the resources, processes, and values that affect innovation, into a coherent capability to develop and launch superior new products and services repeatedly."

"We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases."

"Everybody's daily life consists of problems arising from what you decided yesterday. Managers understand that. Mathematicians want to solve a theorem, publish the results and walk away clean. Managers never walk away clean. The real world is a very dirty place. Clarity is supposed to be the objective of science. I disagree. I think the objective of science is confusion, because confusions carries you into problems."

"When a manager asks for hard data, that's usually just his way of saying no."

"The manager's function is not to make people work, but to make it possible for people to work."

"Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service...The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow."

"A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management."

"A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people."

"A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates"

"Systems analysis, conceived in a policy sciences framework, is the macro instrument of the systems manager for understanding, evaluating and improving human systems — which are defined as goal oriented interdependent units incorporating people, organization and some form of technology for control, administration or output."

"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."

"[In France] a minister has twenty assistants, where the Administrative Theory says that a manager at the head of a big undertaking should not have more than five or six."

"Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as 'community."

"Because of his compassion Owen was always in trouble with his partners. They would have much preferred a tough, down-to-earth manager who would get a days work out of the little bastards."

"The greatest problem before engineers and managers today is the economical utilization of labor. The limiting of output by the workman, and the limiting by the employer of the amount a workman is allowed to earn, are both factors which militate against that harmonious co-operation of employer and employee which is essential to their highest common good."

"The increase of this efficiency is essentially the problem of the manager, and the amount to which it can be increased by proper study is, in most cases, so great as to be almost incredible."

"We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top managers, who are among the least."

"Everybody has his own theatre, in which he is manager, actor, prompter, playwright, sceneshifter, boxkeeper, doorkeeper, all in one, and audience into the bargain."

"the net effect of increasing scale, centralization of capital, vertical integration and diversification within the corporate form of enterprise has been to replace the 'invisible hand' of the market by the 'visible hand' of the managers."

"Managers are to information as alcoholics are to booze. They consume enormous amounts, constantly crave more, but have great difficulty in digesting their existing intake."

"In the unexamined American Dream rhetoric promoting mass higher education in the nation of my youth, the implicit vision was that one day everyone, or at least practically everyone, would be a manager or a professional. We would use the most elitist of all means, scholarship, toward the most egalitarian of ends. We would all become chiefs; hardly anyone would be left a mere Indian."

"I think managers have realized that most software people are slightly brain damaged, that they're off on their own planets."

"The ’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization."

"In business the 80/20 principle is behind any innovation, any extra value. It is an entrepreneurial principle, a formula for value creation utilized not only by entrepreneurs, but by most managers and organizations."

"There is something wrong with the way in which we make our decisions. The Government listen too much to the pollsters and the party managers. The trouble is that they are not even very good at politics, and they are entering too much into policy decisions. As a result, there is too much short-termism, too much reacting to events, and not enough shaping of events. We give the impression of being in office but not in power. Far too many important decisions are made for 36 hours' publicity."

"We are not utopians, we do not indulge in "dreams" of dispensing at once with all administration, with all subordination; these anarchist dreams…serve only to postpone the socialist revolution until human nature has changed. No, we want the socialist revolution with human nature as it is now, with human nature that cannot dispense with subordination, control and "managers." … The united workers themselves…will hire their own technicians, managers and bookkeepers, and pay them all, as, indeed, every state official, ordinary workmen's wages."

"The manager treats ends as given, as outside his scope; his concern is with technique, with effectiveness ... The therapist also treats ends as given, as outside his scope; his concern also is with technique, with effectiveness ... Neither manager nor therapist, in their roles as manager and therapist, do or are able to engage in moral debate. They ... purport to restrict themselves to the realms in which rational agreement in possible—that is, ... to the realm of fact, the realm of means, the realm of measurable effectiveness."

"If a manager asks an academic consultant what to do and that consultant answers, then the consultant should be fired. No academic has the experience to know the context of a managerial problem well enough to give specific advice about a specific situation."

"Instead of deciding once in three or six years which member of the ruling class was to misrepresent the people in Parliament, universal suffrage was to serve the people, constituted in Communes, as individual suffrage serves every other employer in the search for the workmen and managers in his business."

"As far as possible the duty of a leader is to foresee dissatisfaction and to remedy injustice before complaints are made. To accomplish this he must maintain close contact with the men he controls. Let him go into the trenches if he is a general; let him arrive at the factory with his workmen now and then if he is the manager. He must have some imagination; an understanding of other men's lives is necessary to him, so that he may be able to protect those under him from unnecessary suffering. The secret of gaining their affection is to feel affection for them and to be able to do their jobs as well as they do them themselves. Men endure taking orders, and even like it, if the orders are given intelligently."

"Failure to delegate causes managers to be crushed and fail under the weight of accumulated duties that they do not know and have not learned to delegate."

"We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information."

"Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs — and for the same reason: theories help us make sense of incoming information."

"We tell our young managers: 'Don't be afraid to make a mistake. But make sure you don't make the same mistake twice'."

"The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate."

"The anxiety has been greatly increased by this government's multiplication of exams and emphasis on starting training as a middle manager in a computer company from the age of six."

"In their work, designers often become expert with the device they are designing. Users are often expert at the task they are trying to perform with the device. [...] Professional designers are usually aware of the pitfalls. But most design is not done by professional designers, it is done by engineers, programmers, and managers."

"I believe that science is best left to scientists, that you cannot have managers or directors of science, it's got to be carried out and done by people with ideas, people with concepts, people who feel in their bones that they want to go ahead and develop this, that, or the other concept which occurs to them."

"Managers within organizations sometimes confront a type of problem that is difficult to solve, in part, because the problems involve many stakeholders with diverse perspectives. The different assumptions from each perspective result in differing views of the problem and potential solutions. It is difficult to produce a satisfactory potential solution when the formulation of the problem definition is the major concern and when applying a potential solution risks unintended consequences. Churchman (1967, p. 141) writes that the solutions proposed to solve these problems "often turned out to be worse than the symptoms""

"To manage, learn your management skills from the greatest managers and those who were perfectionist by reading their failures."

"It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation."

"The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details. Most managers would rather focus on lofty policy matters. But when the details are ignored, the project fails. No infusion of policy or lofty ideals can then correct the situation."

"The corporate manager who achieves success by honest efficiency in giving the best service to the public should be favored because we all benefit by his efficiency. […] he should be helped by the Government because his success is good for the National welfare. But a man who, grasps and holds business power by breaking the industrial efficiency of others, who wins success by methods which are against‘ the public interest and degrading to the public morals, should not be permitted to ‘ exercise such power. Instead of punishing him by a long and doubtful process of the law after the wrong has been com- mitted, there should be such effective Government regulation as to check the evil tendencies at the moment that they start do develop."

"We have an autocracy which — which runs this university. It's managed. We were told the following: If President Kerr actually tried to get something more liberal out of the Regents in his telephone conversation, why didn't he make some public statement to that effect? And the answer we received — from a well-meaning liberal — was the following: He said, "Would you ever imagine the manager of a firm making a statement publicly in opposition to his Board of Directors?" That's the answer.Well I ask you to consider — if this is a firm, and if the Board of Regents are the Board of Directors, and if President Kerr in fact is the manager, then I tell you something — the faculty are a bunch of employees and we're the raw material! But we're a bunch of raw materials that don't mean to be — have any process upon us. Don't mean to be made into any product! Don't mean — Don't mean to end up being bought by some clients of the University, be they the government, be they industry, be they organized labor, be they anyone! We're human beings!"

"The world doesn't need a manager, or a boss, or a policeman. These aren't the heroes of today. The heroes of today are those who are doing what they want to be doing, having a good time, and introducing the one thing that every man, woman and child hungers for on a daily basis: happiness."

"Now the secret to successful managing is to break down your club. The first 15 guys you don't have to bother with. They are always playing and don't need the manager. The next five play only occasionally, so you got to keep buttering them up. The last five you gotta watch all the time because they're plotting to get you fired."

"While an equilibrium between worker and manager is possible, because both are workers, that which it is sought to establish between worker and owner is not. Their proposals may be excellent: but it is not evident why they are where they are, or how, since they do not contribute to production, they come to be putting forward proposals at all. As long as they are in territory where they have no business to be, their excellence as individuals will be overlooked."

"… The war has shown us that we have tremendous resources to make all the materials for war. It has shown us that we have skillful workers and managers and able generals, and a brave people capable of bearing arms. All these things we knew before. The new thing — the thing which we had not known — the thing we have learned now and should never forget, is this: that a society of self-governing men is more powerful, more enduring, more creative than any other kind of society, however disciplined, however centralized."

"Big businesses are often run by managers or bureaucrats, not entrepreneurs. So they morph into the Civil Service."

"Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself."

"Little things win or lose big games. It is not the job of a manager to think for the players, but to show them how to think for themselves."

"A manager's to give advice, not to physically get involved."

"If you want to do something that's going to change the world, build software that people want to use instead of software that managers want to buy."

"The Manager and the Instruments of Management Production is a synthesis of functions — always present but not all actually developed — sometimes quite rudimentary — how is synthesis to be effected — influence of strong personality — leadership essential to great results — manager is outside science of management — must use its principles, as chemist is outside the science of chemistry and uses its principles to effect his aims — management science provides the instruments, their successful wielding depends upon capacity of manager."

"In the the past thirty years, what is now known as the science of has grown from a scattered, almost formless beginning into a well-defined, rapidly developing structure. Today this science bids fair to outstrip in public importance and economic usefulness any one of the great sciences that have been applied to serve mankind. For the science of industrial management is the great super-science that takes mechanics, chemistry, physics, electricity, psychology; and Burbank-like, grafts them all into one great, productive, ever-bearing plant."

"Henry R. Towne is unquestionably the pioneer of management science. He began, as early as 1870, the systematic application at the Yale & Towne works, of what are now recognized as efficient management methods. In 1886, his paper "The Engineer as Economist," delivered before the American Society of Mechanical Engineers, probably inspired Frederick W. Taylor, then a young man of twenty, to devote his energies to the labor that formed his life work."

"The last decade has developed new and complex tools for management, in the form of high-speed computational, display, and communication techniques as well as of powerful analytical methods such as information theory, , and . These tools are being applied to continuing industrial problems, such as production and labor force scheduling, inventory control, sales forecast, and data processing (flow of information), as well as to special problems arising in connection with planning, market analysis, and organization. There is a rapidly growing demand for those well trained in the management sciences. Special graduate training in this held may be based on undergraduate study leading to a bachelor's degree in such fields as business administration, engineering, mathematics or the physical sciences, economics, and psychology."

"One cannot help but be struck by the diversity that characterizes efforts to study the management process. If it is true that psychologists like to study personality traits in terms of a person's reactions to objects and events, they could not choose a better stimulus than management science. Some feel it is a technique, some feel it is a branch of mathematics, or of mathematical economics, or of the "behavioral sciences," or of consultation services, or just so much nonsense. Some feel it is for management (vs. labor), some feel it ought to be for the good of mankind — or for the good of underpaid professors."

"There will be no drastic revolution in management functions or organizations in order to encompass systems management. Rather, the adaptation of systems management theory to organizations has been and will continue to be an evolutionary process."

"In management science, it seems most likely to me that important developments will result from the efforts of research scientists working with management engineers and management people in their area. It is also possible that the accumulated, uncorrelated knowledge and experience of management people will have a valuable effort on any general general formulation concerning management.... Management science undoubtedly requires many disciplines, including mathematics, economics, psychology, sociology, engineering, and others. However, we believe that management science can also be defined as a separate science in its own right."

"We have overwhelming evidence that available information plus analysis does not lead to knowledge. The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases."

"The purpose of management science is to secure improvement in social systems by means of the scientific method."

"The aim of management science is to display the best course of action in a given set of circumstances, and this must include all the circumstances."

"When discussing management and science, I kept saying to myself over and over again that science could be looked at as a kind of management, or that management could be looked at as a kind of science. Saying that science can become a way of managing didn't imply automation or any other form of mechanical decision making, because none of this is science. Science is the creative discovery of knowledge. Management science is the process of trying to look at science as a management function. Similarly, management can be looked at as a scientific function, that is, as a way of finding out about the world."

"Decision theory can be pursued not only for the purposes of building foundations for political economy, or of understanding and explaining phenomena that are in themselves intrinsically interesting, but also for the purpose of offering direct advice to business and governmental decision makers. For reasons not clear to me, this territory was very sparsely settled prior to World War II. Such inhabitants as it had were mainly industrial engineers, students of public administration, and specialists in business functions, none of whom especially identified themselves with the economic sciences. Prominent pioneers included the mathematician, Charles Babbage, inventor of the digital computer, the engineer, Frederick Taylor and the administrator, Henri Fayol. During World War II, this territory, almost abandoned, was rediscovered by scientists, mathematicians, and statisticians concerned with military management and logistics, and was renamed “operations research” or “operations analysis.” So remote were the operations researchers from the social science community that economists wishing to enter the territory had to establish their own colony, which they called “management science”."

"During and after World War II, a large number of academic economists were exposed directly to business life, and had more or less extensive opportunities to observe how decisions were actually made in business organizations. Moreover, those who became active in the development of the new management science were faced with the necessity of developing decision-making procedures that could actually be applied in practical situations. Surely these trends would be conducive to moving the basic assumptions of economic rationality in the direction of greater realism."

"Now the salient characteristic of the decision tools employed in management science is that they have to be capable of actually making or recommending decisions, taking as their inputs the kinds of empirical data that are available in the real world, and performing only such computations as can reasonably be performed by existing desk calculators or, a little later electronic computers. For these domains, idealized models of optimizing entrepreneurs, equipped with complete certainty about the world - or, a worst, having full probability distributions for uncertain events - are of little use. Models have to be fashioned with an eye to practical computability, no matter how severe the approximations and simplifications that are thereby imposed on them... The first is to retain optimization, but to simplify sufficiently so that the optimum (in the simplified world!) is computable. The second is to construct satisficing models that provide good enough decisions with reasonable costs of computation. By giving up optimization, a richer set of properties of the real world can be retained in the models... Neither approach, in general, dominates the other, and both have continued to co-exist in the world of management science."

"Operations research has many precursors and allied fields, including Taylorism (after Frederick W. Taylor), scientific management and management science, industrial engineering and systems analysis. As one early textbook explained, the roots of OR "are as old as science and the management function. Its name dates back only to 1940" (Churchman et al. 1957: 3). Certainly its practitioners have expended much energy and ink in search of an acceptable definition of OR. Morse tried unsuccessfully to halt the debate by declaring OR to be 'the activity carried on by members of the Operations Research Society' (Morse 1953: 159) But his colleagues were not so easily dissuaded from debate. Much of the concern with definition focused on the sometimes elusive distinctions between OR and neighbouring fields; the attempt to define, or redefine, OR was also born of the desire to allow the subject to evolve beyond the orthodoxy of wartime experience. Crucial considerations included the balance between model and application, and the complexity of the mathematics involved."

"The management science approach to organizational decision making is the analog to the rational approach by individual managers. Management science came into being during World War II. At that time, mathematical and statistical techniques were applied to urgent, large-scale military problems that were beyond the ability of individual decision makers. Mathematicians, physicists, and operations researchers used systems analysis to develop artillery trajectories, antisubmarine strategies, and bombing strategies such as salvoing (discharging multiple shells simultaneously). Consider the problem of a battleship trying to sink an enemy ship several miles away. The calculation for aiming the battleship's guns should consider distance, wind speed, shell size, speed and direction of both ships, pitch and roll of the firing ship, and curvature of the earth. Methods for performing such calculations using trial and error and intuition are not accurate, take far too long, and may never achieve success. This is where management science came in. Analysts were able to identify the relevant variables involved in aiming a ship's guns and could model them with the use of mathematical equations. Distance, speed, pitch, roll, shell size, and so on could be calculated and entered into the equations. The answer was immediate, and the guns could begin firing. Factors such as pitch and roll were soon measured mechanically and fed directly into the targeting mechanism. Today, the human element is completely removed from the targeting process. Radar picks up the target, and the entire sequence is computed automatically."

"The subject of management science has evolved for more than 60 years and is now a mature field within the broad category of applied mathematics. This book will emphasize both the applied and mathematical aspects of management science."

"The key to virtually every management science application is a mathematical model."

"Delegation is the dynamics of management; it is the process a manager follows in dividing the work assigned to him so that he performs that part which only he, because of his unique organizational placement, can perform effectively, and so that he can get others to help him with what remains. How can he best share his burden? First, he must entrust to others the performance of part of the work he would otherwise have to do himself; secondly, he must provide a means of checking up on the work that is done for him to ensure that it is done as he wishes."

"When a specific desired end is attained we shall say that the action is "effective." When the unsought consequences of the action are more important than the attainment of the desired end and are dissatisfactory, effective action, we shall say, is "inefficient." When the unsought consequences are unimportant or trivial, the action is "efficient."

"Effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character. Efficiency relates to the satisfaction of individual motives and is personal in character."

"Extreme states of being, whether individual or collective, were once purposefully motivated. Some of those purposes no longer have meaning (expiation, salvation). The well-being of communities in so longer sought through means of doubtful effectiveness, but directly, through action. Under these conditions, extreme states of being fell into the domain of the arts, and not without a certain disadvantage. Literature (fiction) took the place of what had formerly been the spiritual life; poetry (the disorder of words) that of real states of trance. Art constituted a small free domain, outside action: to gain freedom it had to renounce the real world. This is a heavy price to pay, and most writers dream of recovering a lost reality. They must then pay in another sense, by renouncing freedom."

"Their high expectations for effectiveness were made possible by low expectations of what was to be."

"A business of high principle generates greater drive and effectiveness because people know that they can do the right thing decisively and with confidence."

"It is highly desirable that we have trained persons look at these varied possibilities to compare their effectiveness, and to point the way to sound engineering decisions."

"It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

"The executive is, first of all, expected to get the right things done. And this is simply saying that he is expected to be effective […] For manual work, we need only efficiency; that is, the ability to do things right rather than the ability to get the right things done. The manual worker can always be judged in terms of the quantity and quality of a definable and discrete output, such as a pair of shoes"

"Effectiveness is doing the things that get you closer to your goals. Efficiency is performing a given task (whether important or not) in the most economical manner possible. Being efficient without regard to effectiveness is the default mode of the universe."

"Theatrical effectiveness, I believe, lies in it's rarity its uniqueness"

"Three principles — the conformability of nature to herself, the applicability of the criterion of simplicity, and the "unreasonable effectiveness" of certain parts of mathematics in describing physical reality — are thus consequences of the underlying law of the elementary particles and their interactions."

"Cybernetics insists, also, on a further and rather special condition that distinguishes it from ordinary scientific theorizing: it demands a certain standard of effectiveness."

"It is also very difficult to understand the effectiveness of our actions without measurements."

"The manager treats ends as given, as outside his scope; his concern is with technique, with effectiveness ."

"The ultimate measurement is effectiveness, not efficiency."

"Optimum realization aims at a harmonious synthesis of effectiveness and justice in the furthest possible surveyable part of future time."

"The effectiveness to be aimed at calls for the application and refinement of all conceivable prognostic techniques for adding to knowledge of the future, including those which can be effectively developed over an ever-wider time scale."

"Truth is great and its effectiveness endures."

"Our words are built on the objects of our experience. They have acquired their effectiveness by adapting themselves to the occurrences of our everyday world."

"Besides each one of us working individually, all of us have got to work together. We cannot possibly do our best work as a nation unless all of us know how to act in combination as well as how to act each individually for himself. The acting in combination can take many forms, but of course its most effective form must be when it comes in the shape of law — that is, of action by the community as a whole through the lawmaking body."

"Corporations are necessary to the effective use of the forces of production and commerce under modern conditions. We cannot effectively prohibit all combinations without doing far-reaching economic harm; and it is mere folly to do as we have done in the past—to try to combine incompatible systems—that is, to try both to prohibit and regulate combinations. Combinations in industry are the result of an imperative economic law which cannot be repealed by political legislation. The effort at prohibiting all combination has substantially failed. The only course left is active corporate regulation – that is, the control of corporations for the common good—the suppression of the evils that they work, and the retention, as far as maybe, of that business efficiency in their use which has placed us in the forefront of industrial peoples."

"The effectiveness of the performance will depend on the effectiveness of the play and the effectiveness with which it is played. The effectiveness of the administrative process will vary with the effectiveness of the organization and the effectiveness with which its members play their parts."

"Previous war-presidents have gathered opponents into their cabinets, reached out to estranged former allies, engaged in aggressive diplomacy to maximize effectiveness and rallied the whole country for the fight."

"In the past, it was easier to believe in my own effectiveness. If I worked hard, with good colleagues and good ideas, we could make a difference. But now, I sincerely doubt that."

"Some officials being disposed, not infrequently, to regard themselves as equal, if not superior to men who are really their masters, it is essential to the well-being of all industrial concerns to have a definite organisation under which responsibility may not only be fixed, but the relative positions or rank of the officials clearly defined. For this purpose it is necessary to have recourse to a diagram such as the Specimen (see image)... The diagram should be carefully drawn in bold lines and clear letters on a sheet of drawing paper not less than 'double elephant' size. It should then be framed and placed in a conspicuous position in the general offices... The diagram can of course be varied to suit particular organisations, though, as it stands, it is as nearly as possible in accordance with the general practice prevailing in this country..."

"The tendency of modern commercial systems to find expression in organization charts has heretofore confined itself principally to manufacturing plants and secondarily to retail and wholesale houses. Such a chart as applied to an organization whose business it is to do building work is of peculiar interest not only because it is an innovation, but because of the many phases of work, none of which are necessarily dependent on the other from a business standpoint, which it must cover."

"What may be termed the anatomy of an industrial body, is most graphically shown by means of charts. Free use of charts will be made throughout these papers. With properly designed charts the logical divisions of authority or expense can be clearly shown. Fig. 1 furnishes a graphic illustration of the principal components of the organization under discussion. In the first group we find the owners (stockholders) whose line of communication with the business is through the board of directors. Subordinate to the board of directors are its own executive officers, the executive committee, and general manager. The connecting lines show the executive committee to be in direct communication with the board of directors, while the general manager is in direct communication with both the executive committee and the board of directors. Under the general manager are the commercial and manufacturing divisions, over both of which he has direct supervision."

"Organization charts. — A chart showing clearly the line of authority and of responsibility of each individual in an organization will go far toward removing many inter-departmental jealousies. The chart should be so simple that it is self-explanatory upon inspection. Each man's position is thus made perfectly clear and he easily informs himself as to what course to take when transacting business with other departments. If applied to a factory, each workman will know to what particular gang boss or job boss he is directly responsible; each gang boss or job boss will know to what foreman he must report; and each foreman will know to what superintendent he is responsible; and each superintendent will know where his authority begins and ends with respect to other departmental heads. Further-more, the chart should show who is responsible for machines and equipment. To be most effective the chart should be hung in a conspicuous place. Each of the manufacturing departments should have one as well as the office; 24x36 inches is a suitable size. When made in the form of blue-prints charts are inexpensive, but they should be framed and protected by glass, to shield them from pencil markings and other injuries."

"Organization aims to unite individuals into a body which shall work together for a common end. Specifically, organization prepares for the transaction of business by electing and appointing officers and committees, delegating authorities and bringing into systematic connection and cooperation, each and every part of the industrial body. Right organization, in short, puts vitality into the entire factory, secures the efficient working-together of all employees, from the manager's office to the mechanic's bench, routes materials, sub-divides work, inspects output and delivers the right goods, fully processed, at the shipping room door on the correct delivery date. In analyzing organization work, a single chart can frequently express more than any amount of detailed written explanation. First of all, clearly define authorities within your establishment ; then chart those authorities simply and graphically, so that every workman knows to whom he is responsible, and every executive knows who is responsible to him. Place this chart conspicuously in every department where each employee can see it. In case of disputed authority, final proof is immediately at hand. There is then no loop-hole through which a neglectful workman, foreman or executive can crawl no longer does he have the excuse that he "thought somebody else was going to do it." In clean-cut form, his duties and relations to other men of the organization are laid down once and for all, and responsibility rests on the right man. Failure so to specify responsibilities inevitably means confusion all down the line."

"The frame work of the entire organization should be sketched, and the particular place in the scheme of things which his department and his position occupy should be explained. Almost any one can be shown a particular location on a map. An organization chart is a map."

"The Finished Plan. — The particular part of the organization to be re-organized having been selected, the plan when completed should consist of:"

"An Organization Chart is a cross section picture covering every relationship in the bank. It is a schematic survey showing department functions and interrelations, lines of authority, responsibility, communication and counsel. Its purpose is “to bring the various human parts of the organization into effective correlation and co-operation.""

"The organization chart is a diagram showing graphically the relation of one official to another, or others, of a company. It is also used to show the relation of one department to another, or others, or of one function of an organization to another, or others. This chart is valuable in that it enables one to visualize a complete organization, by means of the picture it presents. There is no accepted form for making organization charts other than putting the principal official, department or function first, or at the head of the sheet, and the others below, in the order of their rank. The titles of officials and sometimes their names are enclosed in "boxes" or circles. Lines are generally drawn from one "box" or circle to another to show the relation of one official or department to the others."

"Use of Organization Charts - Much has to be done to promote the popularity of these charts by industrial engineers, altho at the present time they are not common among ordinary business concerns. Tho they are beginning to find their way into administrative and business enterprises, considering their demonstrated value the use of these charts is comparatively slight."

"In 1918 an inquiry was made by Dr. L. P. Ayres of the Division of Statistics for organization charts from as many as 105 different business enterprises. Of the 58 replies received, 30 showed that no organization charts were available tho in a number of instances it was stated that organization charts made sometime before had not been kept up to date and did not, therefore, represent the conditions then prevailing in the business. From 28 concerns the actual charts were received."

"To the student of business structure the organization chart is what the anatomical chart is to the student of the human body. It is a device by means of which relations of the different parts of the organization can be brought out more clearly than by a verbal description. The student of business derives from them the same sort of aid that the student of medicine does from the anatomical chart, which enables him to visualize the organs of the human body. While the analogy is helpful, it is like every other analogy, in being only partial."

"An organization chart is merely an administrative device which enables an executive to see the men who are responsible for performing the activities of the company."

"In preparing organization charts of an established concern, care should be exercised to see that the charts portray conditions exactly as they are, and not merely as the author thinks they should be. One of the greatest values of organization charts and write-ups is the knowledge gained through the study of conditions made necessary in compiling the data. The thorough analysis of organization conditions, the impartial study of personnel, and the actual putting down in black and white bring out forcefully loose ends and weaknesses in the organization structure that otherwise might never be recognized and would continue an ever fruitful source of waste and an unsuspected obstacle in the path of the growth and development of the company. Only too frequently some of the following conditions are found in the course of the thorough, unbiased study, which is a necessary part of the charting process."

"An organization chart is not to take the place of the printed rules and regulations. Its chief use lies in that it is likely to lead to more careful planning of the organization and the placing of responsibility as well as making the task of defining duties easier. Each superintendent of schools would find that an organization chart would be of great assistance to him in perfecting his organization."

"Because any arrangement of squares, circles, and connecting lines has limitations in what it may portray, the organization chart is best regarded as an illustration accompanying a description of the departments, boards, bureaus..."

"The Hawthorne researchers became more and more interested in the informal employee groups which tend to form within the formal organisation of the Company, and which are not likely to be represented in the organisation chart."

"Comparatively few of the companies surveyed have comprehensive company organization charts, graphically portraying their plans of organization. Even some of the largest companies, with world-wide operations and many subsidiaries, have no organization charts to facilitate proper understanding and study of their organization arrangements. This condition is apparently due to lack of appreciation of the need and value of such charts, reluctance to indicate relative ranking of executive positions which might give rise to dissention, or lack of staff assistants experienced in making simple, effective charts. The companies which do have comprehensive organization charts appear to have the soundest organization plans/ Furthermore, in the course of preparing charts for the companies that did not have them, many obvious organization weaknesses were brought to light which would not be readily apparent except through the charting process. It is therefore felt that a good organization chart for the company as a whole, with a break-down chart for each major division, is an essential first step in the analysis, clarification, and understanding of any organization plan. In some companies organization charts are held very closely, only a few top executives being permitted to see them. In other companies all staff and supervisory employees are given copies of the general organization charts and a comprehensive explanation of the whole plan of organization..."

"The purposes of functional charts is"

"The formal administrative design can never adequately or fully reflect the concrete organization to which it refers, for the obvious reason that no abstract plan or pattern can—or may, if it is to be useful—exhaustively describe an empirical totality. At the same time, that which is not included in the abstract design (as reflected, for example, in a a staff and-line organization chart) is vitally relevant to the maintenance and development of the formal system itself."

"How many people, if asked, could tell you exactly where they fit in, and exactly what their duties, authority, and relationships are with every other member in their organization? If an answer could be given at all, it would require much thought and debate. So, it is difficult to visualize an organization in its entirety, and to clearly picture just where an individual stands in it. Because such difficulties exist for an individual, consider the situation in which top level management finds itself when confronted with the same question. And because necessity is the mother of invention, a tool for management has been invented to enable the manager to quickly locate who is responsible for what, and why. This tool we call the organization chart. It is but one of the tools of management."

"An organization chart is a graphic presentation of the arrangement and interrelationships of the subdivisions and functions of an organization as it exists."

"It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual "reporting" relationships."

"Asked to state the reasons that led them to develop organization charts, the 118 firms gave answers that may be grouped in two classes... One group of responses deals with charting for the purpose of informing employees and outsiders on the nature of an organization structure. The second class of reasons for charting concerns the discovery and cure of organization defects. Many companies, naturally, find themselves using the charting process for both kinds of activity, even though they may have started out with communication as the primary objective. The author found, in many interviews with company executives..., that a firm may start out solely with the idea of developing a graphic representation of the organization for purposes of communication. Before long, however—in the process of setting the organization down on paper—conflicts, duplications, and burdensome spans of control become apparent. The first penciled sketch of the organization may cause astonishment in top management circles. The reaction is often surprise that so many previously undetected weaknesses exist."

"We have already seen that rank in business is, at best, a shaky thing and that the organization chart is a poor device for showing it."

"Since the concentric organization chart has neither top nor bottom, the interpretations of the relationships existing within the organization are not dependent upon the position of the diagram which represents them. Any organization chart is designed to present certain facts about a given organization at given time. These facts or relationships do not depend on viewing the organization from any particular angle or any specific position, which is also the case for the concentric organization chart. However, with the traditional organization chart, the relationships which it intends to portray can be interpreted properly only when the chart is presented to the viewer in a certain position, that is, with the top at the top and the bottom at the bottom. Should this not be done, the organization should be upside down Should this not be done, the organization would be upside down, with relationships existing inversely to the facts of the organizational structure."

"In some firms role relationships prescribed by the chart seemed to be of secondary importance to personal relationships between individuals."

"It is not surprising that the organization chart is a frustrating instrument when used for other purposes, or when the chart is drawn to conform to some executive's ideal rather than to the observable facts of organizational life."

"An organization chart is not the organization itself. Nevertheless, as in the case of the road map and the road system it represents, we can better understand and communicate many aspects of the organization with the benefit of a chart or diagram showing its important components and some relationships among these components."

"No organization chart is likely ever to be displayed in a major art museum. What matters is not the chart but the organization. A chart is nothing but an oversimplification which enables people to make sure that they talk about the same things in discussing organization. One never makes."

"The organization chart will initially reflect the first system design, which is almost surely not the right one […] as one learns, he changes the design... Management structures also need to be changed as the system changes…"

"The Erie's general superintendent (Daniel McCallum) stressed the value of adhering to explicit lines of authority and communication. "All subordinates should be accountable to and be directed by their immediate superiors only; as obedience cannot be enforced where the foreman in immediate charge is interfered with by a superior officer giving orders directly to his subordinates." McCallum, nevertheless, failed to define precisely the relationship between the geographical division superintendent and the other functional managers of the division who reported to the general superintendent. He saw the problem clearly enough, pointing out that there were "some exceptions" to the rule that subordinates can communicate only through their senior officers. For example, "Conductors and station agents report, daily, their operations directly to the General Superintendent," and not to their division superintendents. He thought that the general superintendent would have the time and information needed to coordinate these activities. To illustrate more clearly these lines of authority, McCallum drew up a detailed chart-certainly one of the earliest organization charts in an American business enterprise."

"An organization chart is a drawing depicting how the responsibilities and functions of the organization are divided up among its workers. It usually shows who reports to whom."

"It is sometimes stated that the typical organization chart is undemocratic in that it emphasizes the superiority and inferiority of people and positions."

"The work of all those listed in the organization chart is impossible to acknowledge adequately."

"One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organization charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person is then limited only by his own ability."

"The organization chart is a sort of map, an if you like, in which all linkages between the individuals listed are complete and no disagreements or omissions occur."

"An organization chart is an example of a graph: the nodes are interpreted as positions in the organization, and the links, the reporting and authority lines."

"It may come as a surprise to the T-oriented analyst that the typical organization chart is a poor guide regarding the locus of power in organizations: Real power does not lie in documents and memos outlining your terms of reference and area of jurisdiction: it lies in what you can achieve in practice."

"An organization chart is a convenient place to begin building planning models. A Note that as an organization is an object, so are the organization units. An organization chart depicts an object aggregation hierarchy"

"The organization chart is a graphic representation of the departmentalization process. Most organization charts are positional; that is, they are organized by title and rank"

"One reason the informal organization chart is never drawn and printed is that it's doubtful every one knows all parts of it."

"An organization chart is, in fact, a type of . Some flowcharts that contain significantly more narrative than others are referred to as narrative flowcharts."

"The organization chart is important for several reasons. It shows each individual's position within the organization. It shows the line responsibilities within the organization and who reports to whom. It shows how the organization is structured and how the various administrative functions within the organization are grouped."

"McCallum quickly moved to install a management system to replace the overloaded manager. He broke his railroad into geographical divisions of manageable size. Each was headed by a superintendent responsible for the operations within his division, Each divisional superintendent was required to submit detailed reports to central headquarters, from where McCallum and his aides coordinated and gave general direction to the operations of the separate divisions. Lines of authority between each superintendent and his subordinates and between each superintendent and headquarters were clearly laid out. In sketching these lines of authority on paper, McCallum created what might have been the first organizational chart for an American business."

"The organization chart is a distortion of how people actually relate to each other. Each line does not represent the same process."

"Organization charts are diagrams that show how people, operations, functions, equipment, activities, etc., are organized, arranged, structured, and/or interrelated. They are applicable with any size of organization. A typical organization chart consists of text enclosed in geometric shapes (sometimes referred to as boxes, enclosures, box enclosures, or symbols) that are connected with lines (sometimes referred to as links) or arrows. Charts of this type generally progress from top to bottom or left to right. Organization charts are sometime considered a variation of flow chart or flow diagram."

"This organization chart is also the point of reference for all Job Descriptions."

"In practice, the organization chart is a poor way to describe the happenings in an organization and almost worthless as a way in which to prescribe the actions of managers at the various hierarchical levels. One of the weaknesses is that the organization chart is purely hierarchical; it may defer to conventional management techniques such as matrix management or 'group working' but its only proper point of reference is that of organizational hierarchy. For a complex and changing organization form... the main purpose of the traditional organization chart seems to be to decide who to blame when something goes wrong."

"Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships."

"An organization chart is a visual display of an organization's structural skeleton. Such charts show how departments are tied together along the principal lines of authority. They show reporting relationships, not lines of communication. Organization charts are tools of management to deploy human resources and are common in both profit and nonprofit organizations."

"The work of the information officer [should be] regarded as the natural dynamic extension of that of the librarian."

"'Information management' is a term that is preferred to 'information retrieval' by System Development Corporation. Information management is defined as the establishment and utilization of effective procedures for controlling the generation, processing, flow, and use of information."

"Information management is central to human development. No less is it important that man learn to improve his management of materials."

"The role of information management is to mediate between information technology and information institutions to facilitate their effective planning, organization, control, and operation."

"What is involved in information management is ordinarily not the "management" of substantial information per se — in the way that a censor or an Orwellian dictator would "manage" it — but the management of the information process from organization to ultimate use."

"Historically, information management has been a fragmented activity shared among the traditionally independent elements of an organization. Many of the critical data-handling activities (payroll, invoices, payments, inventories, etc.) of an organization have been located in the administrative or financial management offices. Automation of these activities has resulted in placing management responsibilities for computers and information systems in the office of an organization's administrator or controller. Since information-related programs also may be administered by other elements in an organization, in many instances a dispersed information management structure has resulted. For example, activities such as information and library services, statistical functions, information programs, and associated activities (policy, reports, management, procurement, and communications) may not be centrally managed. Often, responsibility for managing these activities and services is shared, and in some instances the jurisdictional responsibility may not be clear. As a result of this fragmented approach, information resources sometimes have been poorly managed and inappropriately used. The current rationale for comprehensive management of information-related activities is that these activities contribute to an organization's effectiveness. According to the general IRM concept, the IRM office within an organization should provide a central focus for all those information activities that support and serve the organization. Also, this office should reflect the organization's specific directions and goals and be consistent with good management practices. The objectives and goals of the IRM office should be formulated to provide a cohesive management framework consistent with organization requirements and values. The IRM policies and procedures should provide a foundation for developing the information architecture and relevant programs required by the organization."

"For many companies and people who really ought to know better, information management is a term synonomous with data processing."

"Information management is a term which is being used increasingly to express the changing nature of library and information work. Based conceptually in information science it represents a convergence of the role claimed for the information scientist with that of the librarian who is rapidly embracing new techniques in order to cope with the information explosion."

"Information management is a term used by many to describe the myriad issues associated with managing an organisation's information resource."

"There will always be a large number of information management systems - we get a lot of added usefulness from being able to crosslink them. However, we will lose out if we try to constrain them, as we will exclude systems and hamper the evolution of hypertext in general."

"MIS plans compete with many other potential business investments and business problems for the attention of senior management. Consequently, a strategic planning methodology should not only produce a plan linked to business planning but also should create a persuasive case for its support. This article examines the state of the art in strategic planning in terms of enterprisewide information management (EwIM), which is a set of concepts and tools that enable MIS managers to plan, organize, implement, and control information resources to meet current and future strategic goals."

"In 1980 a law was passed called the . It could have been called the Information Management Act of 1980."

"Enterprise architecture [is] the Holy Grail of all systems people. Advanced systems textbooks tell you that every organization must have one. Several CIM program directors attempted to come up with this abstraction, only to fail. Only someone with a depth of understanding about how the Pentagon really works could come up with anything of use."

"Information management is a term which is only now starting to gain a place in common usage. IM is still confused with IT, probably as a result of the similarity of the terms. However, IM is much broader and includes all aspects of handling information. This includes the procedural and clerical aspects as well as any kind of technology that might be involved, not forgetting the most important aspect - the human element. IM includes the management of information in any form,"

"Information management is itself a field whose definition is unsettled. There is a broad field called information management that has some subsidiary elements, including IRM. Whether the information studies interest is with the whole or the part is unclear."

"Thomas Davenport proposes a revolutionary new way to look at information management, one that takes into account the total information environment within an organization. Arguing that the information that comes from computer systems may be considerably less valuable to managers than information that flows in from a variety of other sources, the author describes an approach that encompasses the company's entire information environment, the management of which he calls information ecology."

"Information management is the direct progney of information technology. No wonder, some critics have identified it with information economics. The world of information management is a world of inputs and outputs, in which value additions are the ultimate criteria.""

"The role of information management is to assist in collecting, organizing, validating, storing, and retrieving data and in preparing reports. An effective information management system is essential to any monitoring program..."

"The role of information management is a key enabler for demand chain management. It means capturing the market and end user demand information accurately, timely and in a relevant manner: capturing at all times the point of sales through all channels of inventory information."

"The Information age is well upon us in seven major fields — learning, diagnostics, management, physical planning, finance, entertainment and communication."

"It was to do with information management. The intention was to dramatise it."

"[The] company’s Chief Information Officer (CIO) should guide the rationale behind the development of EA models. In particular, distribution of IT related information and knowledge throughout the organization is emphasized as an important concern uncared for. Secondly, the lack of architectural theory is recognized..."

"In the last decade most of the large industrialized economies have been shifting from a heavy manufacturing base to an information management base. Along with this shift has been stiff competition resulting from globalization."

"The present is not a potential past; it is the moment of choice and action; we can not avoid living it through a project; and there is no project which is purely contemplative since one always projects himself toward something, toward the future; to put oneself "outside" is still a way of living the inescapable fact that one is inside."

"If a project has not achieved a system architecture, including its rationale, the project should not proceed to full-scale system development. Specifying the architecture as a deliverable enables its use throughout the development and maintenance process."

"Question: How does a large software project get to be one year late? Answer: One day at a time!"

"Basic to successful project management is recognizing when the project is needed — in other words, when to form a project, as opposed to when to use the regular functional organization to do the job. At what point in time do the changes in."

"Every thought willingly contemplated, every word meaningly spoken, every action freely done consolidates itself in the character, and will project; itself onward continually."

"Et le chemin est long du projet à la chose."

"Project management is becoming more important as equipment, systems, and projects become more complex."

"To found a great empire for the sole purpose of raising up a people of customers may at first sight appear a project fit only for a nation of shopkeepers."

"First, the welfare state is not a subject apart, but fits naturally into the framework of economic analysis. Secondly,the theoretical arguments support the existence of the welfare state not only for well known equity reasons but also - and powerfully - in efficiency terms."

"There is an efficiency case for an institutional welfare state."

"National politics have from the start aimed primarily at efficiency — that is, at the successful use of the force resident in the state to accomplish the purposes desired by the Sovereign authority."

"Much is said about scientific management of work. It is a narrow view which restricts the science which secures efficiency of operation to movements of the muscles. The chief opportunity for science is the discovery of the relations of a man to his work — including his relations to others who take part — which will enlist his intelligent interest in what he is doing. Efficiency in production often demands division of labor. But it is reduced to mechanical routine unless workers see the technical, intellectual, and social relationships involved in what they do, and engage in their work because of the motivation furnished by such perceptions. The tendency to reduce such things as efficiency of activity and scientific management to purely technical externals is evidence of the one-sided stimulation of thought given to those in control of industry — those who supply its aims. Because of their lack of all-round and well-balanced social interest, there is not sufficient stimulus for attention to the human factors and relationships in industry. Intelligence is narrowed to the factors concerned with technical production and marketing of goods. No doubt, a very acute and intense intelligence in these narrow lines can be developed, but the failure to take into account the significant social factors means none the less an absence of mind, and a corresponding distortion of emotional life."

"Modern institutions are transparently purposive and that we are in the midst of an evolutionary progression toward more efficient forms."

"It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

"Effectiveness is doing the things that get you closer to your goals. Efficiency is performing a given task (whether important or not) in the most economical manner possible. Being efficient without regard to effectiveness is the default mode of the universe."

"The aim of our efficiency has not been to produce goods, but to harvest dollars... The production of goods was always secondary to the securing of dollars."

"The increase of this efficiency is essentially the problem of the manager, and the amount to which it can be increased by proper study is, in most cases, so great as to be almost incredible."

"The efficiency of a group working together is directly related to the homogeneity of the work they are performing."

"In the science of administration, whether public or private, the basic "good" is efficiency. The fundamental objective of the science of administration is the accomplishment of the work in hand with the least expenditure of man-power and materials. Efficiency is thus axiom number one in the value scale of administration."

"Those who are in poverty may be able to get a bare sustenance but they are not able to obtain those necessaries which will permit them to maintain a state of physical efficiency."

"The practice of first developing a clear and precise definition of a process without regard for efficiency, and then using it as a guide and a test in exploring equivalent processes possessing other characteristics, such as greater efficiency, is very common in mathematics. It is a very fruitful practice which should not be blighted by premature emphasis on efficiency in computer execution."

"Efficiency, competence: Black students know the deadly, neutral definition of these words. There seldom has been a more efficient system for profiteering, through human debasement, than the plantations, of a while ago. Today, the whole world sits, as quietly scared as it can sit, afraid that, tomorrow, America may direct its efficiency and competence toward another forest for defoliation, or clean-cut laser-beam extermination."

"In randori we learn to employ the principle of maximum efficiency even when we could easily overpower an opponent. Indeed, it is much more impressive to beat an opponent with proper technique than with brute force. This lesson is equally applicable in daily life: the student realized persuasion backed up by sound logic is ultimately more effective than coercion."

"According to the United Nations’ Food and Agriculture Organization, the global average caloric intake is 2,800 kcal per day, translating to an average continuous power of about 135 W. The mineral requirements to accomplish this constitute just over 3% of body mass, or 2 kg for the global average body mass of 62 kg. Thus, a human achieves roughly 70 W per kilogram of minerals. Note that even though the human body is only 20–25% efficient at converting metabolic energy into external mechanical work, the rest is not waste to us: it provides crucial thermal energy to keep body temperature up, and thus counts as a critical contribution. Let’s look at solar panels. Typical 60-cell panels produce 300 W in full sun, and have a mass around 20 kg. Straight away we compute 15 W/kg—a factor of five lower than human performance. But to be fair, we must account for the fact that the sun is not always directly in front of the panel, producing a typical capacity factor of 20%, or an average power delivery of 60 W. Now the deployed panel delivers 3 W/kg: less than 5% as “efficient” as a human, in mineral terms. Massive wind turbines at 20% capacity factor (typical global average) score even worse, at 0.4–0.6 W/kg. Without the mass-dominant concrete pad, a wind turbine would pump out 1.6–2.4 W/kg, for the short time it remained standing. Just as a wind turbine needs a mounting base, a realistic utility-scale solar deployment has a material mass far in excess of the bare panels: support structures, interconnect wiring, inverters, storage (if truly replacing fossil fuels). I would not be surprised if a whole-system figure dropped to 1 or 2 W/kg, while humans stay smugly perched at 70. The score for wind would erode as well once other necessary components are considered—especially storage. Moreover, the minerals needed by humans are in wide circulation within the community of life at the surface: no mining (and associated tailings, energy, processing, pollution) necessary. Thus, biology has far exceeded technology in capturing the inexhaustible flow from the sun using a minimum of minerals—and those being extracted from and re-deposited to the soil in a continuous, self-sustaining cycle, importantly. Biology and evolution really figured things out! Modernity looks like a bumbling idiot by comparison—like R2D2 in a stair-climbing competition against an athlete."

"If adequate motivations could be assured, a far higher degree of efficiency could be maintained in socialized industries than in industries operated for private gain."

"My watchword, if I were in office at this moment, would be summed up in one single word—the word "efficiency." (Cheers.) If we have not learned from this war that we have greatly lagged behind in efficiency we have learned nothing, and our treasure and our lives are thrown away unless we learn the lesson which the war has given us. (Hear, hear.) ... There is another branch of national efficiency in which I think an energetic Government might take a great part, in the way of stimulation and inquiry—I mean our commerce and our industry. (Hear, hear.) ... I believe that in that branch of our national efficiency there is much to be done by an energetic Government. But last, and, perhaps, greatest of all, there comes a question that underlies the efficiency of our nation—not of our services, not of any particular branch of our nation, but of the nation as a whole—I mean education (loud cheers), in which we are lagging sadly, and with which we shall have peacefully to fight other nations with weapons like the bow and arrow if we do not progress."

"The ultimate measurement is effectiveness, not efficiency."

"These two attitudes, the attitude of deifying mere efficiency, mere success, without regard to the moral qualities lying behind it, and the attitude of disregarding efficiency, disregarding practical results, are the Scylla and Charybdis between which every earnest reformer, every politician who desires to make the name of his profession a term of honor instead of shame, must steer. He must avoid both under penalty of wreckage, and it avails him nothing to have avoided one, if he founders on the other. People are apt to speak as if in political life, public life, it ought to be a mere case of striving upward — striving toward a high peak. The simile is inexact. Every man who is striving to do good public work is traveling along a ridge crest, with the gulf of failure on each side — the gulf of inefficiency on the one side, the gulf of unrighteousness on the other."

"Inefficiency is a curse; and no good intention atones for weakness of will and flabbiness of moral, mental, and physical fiber."

"The criterion of efficiency dictates that choice of alternatives which produces the largest result for the given application of resources."

"If stability and efficiency required that there existed markets that extended infinitely far into the future — and these markets clearly did not exist — what assurance do we have of the stability and efficiency of the capitalist system?"

"From the point of view of social health and economic efficiency, society should obtain its material equipment at the cheapest price possible, and after providing for depreciation and expansion should distribute the whole product to its working members and their dependents. What happens at present, however, is that its workers are hired at the cheapest price which the market (as modified by organization) allows, and that the surplus, somewhat diminished by taxation, is distributed to the owners of property."

"There is no more fatal obstacle to efficiency than the revelation that idleness has the same privileges as industry, and that for every additional blow with the pick or hammer an additional profit will be distributed among shareholders who wield neither."

"The merits of nationalization do not stand or fall with the efficiency or inefficiency of existing state departments as administrators of industry."

"Scientific management is not any efficiency device, not a device of any kind for securing efficiency; nor is it may bunch or group of efficiency devices. It is not a new system of figuring costs; it is not a new scheme of paying men; it is not a piece work system; it is not a bonus system; it is not a premium system; it is no scheme for paying men; it is not holding a stop watch on a man and writing things down about him; it is not time study; it is not motion study, not an analysis of the movements of men; it is not the printing and loading & unloading of a ton or two of blanks on a set of men and saying "Here's your system; go and use it". It is not divided foremanship or functional foremanship; it is not any of the devices which the average man calls to mind when scientific management is spoken of."

"Man is an agent... a center of unfolding impulsive activity—"teleological" activity... seeking... some concrete, objective, impersonal end. ...he is possessed of a taste for effective work, and a distaste for futile effort. He has a sense of the merit of serviceability or efficiency and of the demerit of futility, waste, or incapacity. This aptitude or propensity may be called the instinct of workmanship."

"Don't misunderstand what we administrators mean when we use the shorthand of efficiency and economy. When we say efficiency we think of homes saved from disease, of boys and girls in school prepared for life, of ships and mines protected against disaster... We do not think in terms of gadgets and paper clips alone. And when we talk of economy, we fight waste of all human resources, still much too scanty to meet human needs."

"More computing sins are committed in the name of efficiency (without necessarily achieving it) than for any other single reason - including blind stupidity."

"While it is legitimacy that gives a board the authority to impose its will on management, it is credibility that makes a board effective and value creating."

"Like all fads, corporate governance has its zealots."

"Corporate governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The governance framework is there to encourage the efficient use of resources and equally to require accountability for the stewardship of those resources. The aim is to align as nearly as possible the interests of individuals, corporations and society."

"We have to change the mindset of our corporate leaders and, obviously, we have to raise the level of corporate governance."

"Freeman is the acknowledged father of the stakeholder approach. His Strategic Management: a Stakeholder Approach (1984) introduced the concept of stakeholders, all of those individuals or groups other than shareholders (or owners) who have a stake in the particular decision or action of companies. The book proved to be a landmark in the development of stakeholder theory, a theory of management and business ethics that emphasises morality and ethicality in managing organisations. This theory was a departure from the dominant Anglo-Saxon approach that grants priority to shareholders and independence of management. Nowadays, the stakeholder approach is mentioned in virtually every publication on corporate governance and corporate social responsibility. By interacting with their stakeholders and societal context, organisations are able to establish their (social) responsibility system, enforced in part through laws and regulations but also increasingly voluntarily through company codes and business principles. The stakeholder theory is applied within various scientific disciplines ranging from business to law, from politics to health."

"Berle and Means’ book remains the point of departure and the central reference for reflection about corporate governance. It has given rise to differing, even contradictory interpretations, which explains how it could be used in support of opposing theories, notably on the question of the relationship between shareholders and managers. Thus, it has been used to argue in favor of the shareholder conception that is now dominant, even though it contains, as we shall see, a conception of the corporation that is radically different to the contractualist view that underpins the current doctrine of shareholder primacy."

"I think it’s important as a filmmaker, as any person working in the arts, that you’ve got to try new stuff and challenge yourself and take chances."

"Film is incredibly democratic and accessible, it’s probably the best option if you actually want to change the world, not just re-decorate it."

"If there’s specific resistance to women making movies, I just choose to ignore that as an obstacle for two reasons: I can’t change my gender, and I refuse to stop making movies. It's irrelevant who or what directed a movie, the important thing is that you either respond to it or you don't. There should be more women directing; I think there's just not the awareness that it's really possible. It is."

"I was talking to a friend about it recently and I told him that the thing about making that film that upset me most was how cruel Lars is to the woman he is working with. Not that I can't take it, because I'm pretty tough and completely capable of defending myself, but because my ideals of the ultimate creator were shattered. And my friend said "What did you expect? All major directors are "sexist", a maker is not necessarily an expert in human rights or female/male equality! My answer was that you can take quite sexist film directors like Woody Allen or Stanley Kubrick and still they are the one that provide the soul to their movies. In Lars von Trier's case it is not so and he knows it. He needs a female to provide his work soul. And he envies them and hates them for it. So he has to destroy them during the filming. And hide the evidence. What saves him as an artist, though, is that he is so painfully honest that even though he will manage to cover up his crime in the "real" world (he is a genius to set things up that everybody thinks it is just his female-actress-at-the-moment imagination, that she is just hysterical or pre-menstrual), his films become a documentation of this "soul-robbery". Breaking the Waves is the clearest example of that."

"Today, there's a general numbing of the audience. There's too much murder and killing. You make people insensitive by showing it all the time. The body count in pictures is huge. It numbs the audience into thinking it's not so terrible. Back in the '70s, I asked Orson Welles what he thought was happening to pictures, and he said, "We're brutalizing the audience. We're going to end up like the Roman circus, live at the Coliseum." The respect for human life seems to be eroding."

"My movie is born first in my head, dies on paper; is resuscitated by the living persons and real objects I use, which are killed on film but, placed in a certain order and projected on to a screen, come to life again like flowers in water."

"One would think that making a film is an ; you're building this—it's not, it's . The best metaphor I know of is we make in [] and it takes forty gallons of sap to make one gallon of maple syrup. And that's what the process is."

"Pick up a camera. Shoot something. No matter how small, no matter how cheesy, no matter whether your friends and your sister star in it. Put your name on it as director. Now you’re a director. Everything after that you’re just negotiating your budget and your fee."

"There are no rules in filmmaking. Only sins. And the cardinal sin is dullness."

"All I Need to Make a Comedy is a Park, a Policeman and a Pretty Girl."

"In France I am an autier In England, I’m a horror movie director. In Germany, I’m a filmmaker. In the US, I’m a bum."

"We don’t make movies to make money, we make money to make more movies"

"First cuts are a bitch for a director, because it’s been so many months and you put your trust in your editor and you’re going to see your film assembled for the first time. You look at it and go, This is terrible. I hate it."

"Kenji Mizoguchi is to the cinema what Bach is to music, Cervantes is to literature, Shakespeare is to theatre, Titian is to painting: the very greatest."

"The foreign directors are always fumbling about in obscurity, and the critics are always writing about the juxtaposition of black and white and the existential dilemma and all that shit, to disguise the fact that they don't understand the first damn thing about it either."

"A story [in a film] should have a beginning, a middle and an end… but not necessarily in that order."

"I am a typed director. If I made Cinderella, the audience would immediately be looking for a body in the coach."

"Drama is life with the dull bits cut out. A comedy is life with the dull bits cut out and the wit and humour maximised."

"In the documentary the basic material has been created by God, whereas in the fiction film the director is a God; he must create life."

"The directing of a picture involves coming out of your individual loneliness and taking a controlling part in putting together a small world. A picture is made. You put a frame around it and move on. And one day you die. That is all there is to it"

"Men are now beginning their careers as directors by working on commercials — which, if one cares to speculate on it, may be almost a one-sentence résumé of the future of American motion pictures."

"We are gradually being conditioned to accept violence as a sensual pleasure. The directors used to say they were showing us its real face and how ugly it was in order to sensitize us to its horrors. You don't have to be very keen to see that they are now in fact desensitizing us. They are saying that everyone is brutal, and the heroes must be as brutal as the villains or they turn into fools. There seems to be an assumption that if you're offended by movie brutality, you are somehow playing into the hands of the people who want censorship... Yet surely, when night after night atrocities are served up to us as entertainment, it's worth some anxiety. … How can people go on talking about the dazzling brilliance of movies and not notice that the directors are sucking up to the thugs in the audience?"

"Is there something in druggy subjects that encourages [[directors to make imitation film noir? Film noir itself becomes an addiction."

"A film is – or should be – more like music than like fiction. It should be a progression of moods and feelings. The theme, what’s behind the emotion, the meaning, all that comes later."

"What you have really got to learn is focus on learning as much about life and about various aspects of it first Then learn the techniques of making a movie, because that stuff you can pick up pretty quickly. But having a really good understanding of history, literature, psychology, sciences – is very, very important to actually being able to make movies."

"I'm stubborn and creative. Anybody who works in an artistic medium trying to create something does not like people looking over their shoulder going, 'No no no, make it blue! Make it green!' If you have a vision, you don't want a lot of outside influence. A director makes 100 decisions an hour. Students ask me how you know how to make the right decision, and I say to them, 'If you don't know how to make the right decision, you're not a director.' That's all there is to it. If you have to think about it, you can't direct something. There are directors out there who don't know how to make up their minds, but a true director has an idea in his head and can instantly weigh any decision against that and say, 'That's right, that's wrong.' You welcome feedback from talented people, not marketing people or executives who aren't creative"

"I was always a filmmaker before I was anything else. If I was always anything, I was a storyteller, and it never really made much of a difference to me what medium I worked in."

"When you start out as a filmmaker, you do parodies, because you can’t really compete on a studio level. That's part of the reason I wanted to produce this film – Traveller."

"Huston's skill as a director was always that the emotions in his films, whether love, fear, hatred, determination, holiness, greed or desperation, seemed genuinely felt, and he extracted some extraordinarily deep performances from actors not previously noted for extreme mobility."

"[As the clones fight the droids]"

"And Later I Thought, I Can’t Think How Anyone Can Become a Director Without Learning the Craft of Cinematography.” –"

"People have forgotten how to tell a story. Stories don’t have a middle or an end any more. They usually have a beginning that never stops beginning."

"I think it’s a very strange question that I have to defend myself. I don’t feel that. You are all my guests, it’s not the other way around, that’s how I feel."

"A director must be a policeman, a midwife, a psychoanalyst, a sycophant and a bastard.”"

"There are three stages in making a film: there’s pre-production, where you’re planning everything, and you’re getting your sets, you’re getting your script right, you’re getting your cast right, and you’re getting the crew set. I have a lot of respect for the crews. Then it’s production, where you go in and you put it all on film. That could take anywhere from, in my earlier films, as little as eighteen or twenty days to six months with a Star Trek or The Sound of Music, one of those. . And then there’s post-production, where you’re there really for as much as three, four, five months on the editing, the re-recording, previews, and making changes after previews, and finally getting it ready to release."

"It has been my belief that political awareness can be raised as much by entertainment as by rhetoric. There is no reason why challenging themes and engaging stories have to be mutually exclusive – in fact, each can fuel the other. As a filmmaker, I want to entertain people first and foremost. If out of that comes a greater awareness and understanding of a time or a circumstance, then the hope is that change can happen. Obviously, a single piece of work can’t change the world, but what you try to do is add your voice to the chorus.”"

"Dodge v. Ford still stands for the legal principal that managers and directors have a legal duty to put the shareholders' interests above all others and no legal authority to serve any other interests - what has come to be known as "the best interests of the corporation" principal."

"The director is really a watch-dog, and the watch-dog has no right without the knowledge of his master to take a sop from a possible wolf."

"We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top managers, who are among the least."

"I believe that science is best left to scientists, that you cannot have managers or directors of science, it's got to be carried out and done by people with ideas, people with concepts, people who feel in their bones that they want to go ahead and develop this, that, or the other concept which occurs to them."

"The office of director … a man ought not to fill without qualification."

"Organizations and institutions provide the general stimuli and attention - directors that channelize the behaviors of the members of the group, and that provide those members with the intermediate objectives that stimulate action."

"The writer, who as an engineer has spent most of his life in factories, is inclined to look at the basis for investment from a technological point of view... Consider … the class of industrial investments only... The situation is one of entrepreneurs and boards of directors considering, from time to time, various ’possibilities of investment’, such as extra lathes or looms, an extension to a factory, a venture in some completely new product, and so on. It is helpful to think of these ’opportunities for investment’ as existing, in a given situation, in great number and variety, whether they are at that moment under active consideration or not. When any such possibility is considered it is assessed in respect of ’expected profitability’. One may conveniently think of all possibilities of investment as ’quanta’ that can be placed in a schedule of small ranges of expected profitability according to these assessments. The placement of a given ’opportunity for investment’ on this schedule has some ’margin of uncertainty’ (a curious analogy with the case of the quanta of physics)."

"I do not wish in any way to depart from the principle that a wrongdoing director, whether he be morally or legally wrong, should be made liable for the highest amount which could have been obtained from the property wrongly taken by him while it was in his hands."

"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."

"Until the mid-1970s, the prominent approach in organization and management theory emphasized adaptive change in organizations. In this view, as environments change, leaders or dominant coalitions in organizations alter appropriate organizational features to realign their fit to environmental demands (e.g. Lawrence and Lorsch 1967; Thompson 1967; Child 1972; Chandler 1977; Pfeffer and Salancik 1978; Porter 1980; Rumelt 1986). Since then, an approach to studying organizational change that places more emphasis on environmental selection processes, introduced at about that time (Aldrich and Pfeffer 1976; Hannan and Freeman 1977; Aldrich 1979; McKelvey 1982), has become increasingly influential. The stream of research on ecological perspectives of organizational change has generated tremendous excitement, controversy and debate in the community of organization and management theory scholars. Inspired by the question, Why are there so many kinds of organizations?"

"Today perhaps the most popular organizational theory is ."

"Organization theory is the branch of sociology that studies organizations as distinct units in society. The organizations examined range from sole proprietorships, hospitals and community-based non-profit organizations to vast global corporations. The field’s domain includes questions of how organizations are structured, how they are linked to other organizations, and how these structures and linkages change over time. Although it has roots in administrative theories, Weber’s theory of bureaucracy, the theory of the firm in microeconomics, and Coase’s theory of firm boundaries, organization theory as a distinct domain of sociology can be traced to the late 1950s and particularly to the work of the Carnegie School. In addition to sociology, organization theory draws on theory in economics, political science and psychology, and the range of questions addressed reflects this disciplinary diversity. While early work focused on specific questions about organizations per se – for instance, why hierarchy is so common, or how businesses set prices – later work increasingly studied organizations and their environments, and ultimately organizations as building blocks of society. Organization theory can thus be seen as a family of mechanisms for analysing social outcomes."

"If you peruse the table of contents of a textbook on organizational theory or search the web for courses in organizational sociology, you cannot help but notice how many of the key contributors to the field spent time at Stanford between 1970 and 2000, as faculty members, post-docs, or graduate students... Of the five most influential macro-organizational paradigms in play today — institutional theory, network theory, organizational culture, population ecology, and resource dependence theory (in alphabetical order) – Stanford served as an important pillar, if not the entire foundation, for all but network theory. By the 1990s, it became an important site for network theory as well."

"Organizational theory is one of the most vibrant areas in sociological research. Scholars from many subfields, (medical sociology, political sociology, social movements, education) have felt compelled to study organizational theory because of the obviously important role that complex organizations play in their empirical research. But scholars who do not do organizational theory are often struck at how arcane the debates are within organizational theory. They also think most of organizational theory is about firms and thus, the theory does not seem to have much application to other kinds of social arenas."

"Organizational theories have three origins: Max Weber’s original work on bureaucracies which came to define the theory for sociologists, a line of theory based in business schools that had as its focus, the improvement of management control over the work process, and the industrial organization literature in economics. Unlike many fields in sociology, organizational theory has been a multidisciplinary affair since World War II, and it is difficult to understand its central debates without considering its linkages to business schools and economics departments."

"To some, organizational theory is a field of study; to others, it is the process of using metaphorical language to describe organizational processes."

"Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival."

"The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate"

"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."

"The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it. The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone... In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made."

"The purpose of spending years developing an organizational theory is the hope that it will lead to improvements in organizations."

"Classical organization theory suffers from "": It ignores the significance of the political, social, and economic milieu in shaping organizations and influencing managerial practice."

"Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs — and for the same reason: theories help us make sense of incoming information."

"Technology has always been a central variable in organizational theory, informing research and practice. Despite years of investigative effort there is little agreement on the definition and measurement of technology, and no compelling evidence on the precise role of technology in organizational affairs. I will argue that the divergent definitions and opposing perspectives associated with technological research have limited our understanding of how technology interacts with organizations, and that these incompatibilities cannot be resolved by mutual concession. What is needed is a reconstruction of the concept of technology, which fundamentally re-examines our current notions of technology and its role in organizations."

"The domain of organization theory is coming to resemble more of a weed patch than a well-tended garden. Theories of the middle range (Merton, 1968; Pinder and Moore, 1979) proliferate, along with measures, terms, concepts, and research paradigms. It is often difficult to discern in what direction knowledge of organizations is progressing — or if, it is progressing at all. Researchers, students of organization theory, and those who look to such theory for some guidance about issues of management and administration confront an almost bewildering array of variables, perspectives, and inferred prescriptions."

"From the beginning, the forces of light and the forces of darkness have polarized the field of organizational analysis, and the struggle has been protracted and inconclusive. The forces of darkness have been represented by the mechanical school of organizational theory— those who treat the organization as a machine. This school characterizes organizations in terms o£ such things as:"

"Another forerunner of modern organization theorists was Andrew Ure, a professor of chemistry. An enthusiastic proponent of “the factory system,” Ure (1835) took a step beyond Adam Smith. Whereas Smith’s pin factory was solely an example of division of labor, Ure pointed out that a factory poses organizational challenges. He asserted that every factory incorporates “three principles of action, or three organic systems”: (a) a “mechanical” system that integrates production processes, (b) a “moral” system that motivates and satisfies the needs of workers, and (c) a “commercial” system that seeks to sustain the firm through financial management and marketing. Harmonizing these three systems, said Ure, was the responsibility of managers."

"“Organization theory,” a term that appeared in the middle of the twentieth century, has multiple meanings. When it first emerged, the term expressed faith in scientific research as a way to gain understanding of human beings and their interactions... The term “organization theory” also indicated an aspiration to state generalized, abstract propositions about a category of social systems called “organizations,” which was a very new concept."

"The modern period in organization theory is characterized by vogues, heterogeneity, claims and counter-claims."

"The process of theory construction in organizational studies is portrayed as imagination disciplined by evolutionary processes analogous to artificial selection. The quality of theory produced is predicted to vary as a function of the accuracy and detail present in the problem statement that triggers theory building, the number of and independence among the conjectures that attempt to solve the problem, and the number and diversity of selection criteria used to test the conjectures."

"Organizational theory is based on a culture's answers to questions about the self."

"Institutional theories of organization provide a rich, complex view of organizations. In these theories, organizations are influenced by normative pressures, sometimes arising from external sources such as the state, other times arising from within the organization itself. Under some conditions, these pressures lead the organization to be guided by legitimated elements, from standard operating procedures to professional certification and state requirement, which often have the effect of directing attention away from task performance."

"Organizational design is the body of knowledge and techniques that seeks to offer useful advice to organizations about their structures (and other aspects) needed to attain their goals."

"In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design."

"Organizational design often focuses on structural alternatives such as matrix, decentralization, and divisionalization. However, control variables (e.g., reward structures, task characteristics, and information systems) offer a more flexible approach. The purpose of this paper is to explore these control variables for organizational design. This is accomplished by integration and testing of two perspectives, organization theory and economics, notably agency theory. The resulting hypotheses link task characteristics, information systems, and business uncertainty to behavior vs. outcome based control strategy. These hypothesized linkages are examined empirically in a field study of the compensation practices for retail salespeople in 54 stores. The findings are that task programmability is strongly related to the choice of compensation package. The amount of behavioral measurement, the cost of measuring outcomes, and the uncertainty of the business also affect compensation. The findings have management implications for the design of compensation and reward packages, performance evaluation systems, and control systems, in general. Such systems should explicitly consider the task, the information system in place to measure performance, and the riskiness of the business. More programmed tasks require behavior based controls while less programmed tasks require more elaborate information systems or outcome based controls."

"Organization design is conceived to be a decision process to bring about a coherence between the goals or purposes for which the organization exists, the patterns of division of labor and interunit coordination and the people who will do the work."

"Hierarchical organizations are typically run by... little Napoleons and Napoleonettes; especially at mid-organization level... A hierarchical organizational design draws leadership focus and energy away from problem solving and progressive thinking by encouraging those climbing the organizational food chain to focus instead on protecting their positions, perks, and territory."

"By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check."

"The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the rebirth of the organization."

"Whereas some ascetics and Brahmins remain addicted to attending such shows as dancing, singing, music, displays, recitations, hand-music, cymbals and drums, fairy-shows, acrobatic and conjuring tricks, combats of elephants, buffaloes, bulls, goats, rams, cocks and quail, fighting with staves, boxing, wrestling, sham-fights, parades, manoeuvres and military reviews, the ascetic Gotama refrains from attending such displays."

"Do not say: "When I am free, I will study"; perhaps you will never be free."

"Dimidium facti qui coepit habet; sapere aude; / incipe!"

"An artisan busies himself with his work for three hours each day and spends nine hours in study."

"Spend time on excellence, and love the right, And don’t let shameful profit master you."

"I present, for what it is worth, and may prove to be worth, the following bill of axioms or aphorisms on public administration, as fitting this important occasion."

"Liberty and good government do not exclude each other; and there are excellent reasons why they should go together. Liberty is not a means to a higher political end. It is itself the highest political end. It is not for the sake of a good public administration that it is required, but for security in the pursuit of the highest objects of civil society, and of private life."

"Public administration is a process or a theory, not merely an accumulation of detailed facts. It is Verwaltungslehre. The object of administrative study should be to discover, first, what government can properly and successfully do, and secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost both of money and of energy."

"The study of public administration must include its ecology. "Ecology," states the Webster Dictionary, "is the mutual relations, collectively, between organisms and their environment." J. W. Bews points out that "the word itself is derived from the Greek oikos a house or home, the same root word as occurs in economy and economics. Economics is a subject with which ecology has much in common, but ecology is much wider. It deals with all the inter-relationships of living organisms and their environment." Some social scientists have been returning to the use of the term, chiefly employed by the biologist and botanist, especially under the stimulus of studies of anthropologists, sociologists, and pioneers who defy easy classification, such as the late Sir in Britain."

"Public administration is that part of the science of administration which has to do with government, and thus concerns itself primarily with the executive branch, where the work of government is done, though there are obviously administrative problems also in connection with the legislative and the judicial branches. Public administration is thus a division of political science, and one of the social sciences."

"Much of the pioneering work in organization theory was written about public organizations, or with public organizations in mind. When Weber wrote about bureaucracy, he was thinking of the Prussian civil service. Philip Selznick began his scholarly career writing about the New Deal in TVA and the Grass Roots (1953). Herbert Simon’s first published article (1937) was on municipal government performance measurement, and Simon also coauthored early in his career a book called Public Administration (1950) and a number of papers (e.g., Simon, 1953) published in Public Administration Review. Michel Crozier’s classic, The Bureaucratic Phenomenon (1954), was about two government organizations in France."

"Weber's wide-ranging contributions gave critical impetus to the birth of new academic disciplines such as sociology and public administration as well as to the significant reorientation in law, economics, political science, and religious studies."

"From the earliest days of his emergence, the Rationalist has taken an ominous interest in education. He has a respect for 'brains', a great belief in training them, and is determined that cleverness shall be encouraged and shall receive its reward of power. But what is this education in which the Rationalist believes? It is certainly not an initiation into the moral and intellectual habits and achievements of his society, an entry into the partnership between present and past, a sharing of concrete knowledge; for the Rationalist, all this would be an education in nescience, both valueless and mischievous. It is a training in technique, a training, that is, in the half of knowledge which can be learnt from books when they are used as cribs. And the Rationalist's affected interest in education escapes the suspicion of being a mere subterfuge for imposing himself more firmly on society, only because it is clear that he is as deluded as his pupils. He sincerely believes that a training in technical knowledge is the only education worth while, because he is moved by the faith that there is no knowledge, in the proper sense, except technical knowledge. He believes that a training in 'public administration' is the surest defence against the flattery of a demagogue and the lies of a dictator."

"Machiavelli was aware of the limitations of technical knowledge; it was not Machiavelli himself, but his followers, who believed in the sovereignty of technique, who believed that government was nothing more than 'public administration' and could be learned from a book."

"By public administration is meant, in common usage, the activities of the executive branches of national, state, and local governments; independent boards and commissions set up by the congress and state legislatures; government corporations, and certain agencies of a specialized character. Specifically excluded are judicial and legislative agencies within the government and nongovernmental administration."

"Decision theory can be pursued not only for the purposes of building foundations for political economy, or of understanding and explaining phenomena that are in themselves intrinsically interesting, but also for the purpose of offering direct advice to business and governmental decision makers. For reasons not clear to me, this territory was very sparsely settled prior to World War II. Such inhabitants as it had were mainly industrial engineers, students of public administration, and specialists in business functions, none of whom especially identified themselves with the economic sciences..."

"Defined in broadest terms, public administration consists of all those operations having for their purpose the fulfillment or enforcement of public policy. This definition covers a multitude of particular operations in many fields — the delivery of a letter, the sale of public land, the negotiation of a treaty, the award of compensation to an injured workman, the quarantine of a sick child, the removal of litter from a park, manufacturing plutonium, and licensing the use of atomic energy. It includes military as well as civil affairs, much of the work of courts, and all the special fields of government activity— police, education, health, construction of public works, conservation, social security, and many others."

"Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a raging interest in treating knowledge as a significant organizational resource. The heightened interest in organizational knowledge and knowledge management stems from the transition into the knowledge economy, where knowledge is viewed as the principle source of value creation and sustainable competitive advantage."

"Most people define learning too narrowly as mere “problem-solving”, so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act."

"Knowledge management often generates theories that are too general or abstract to be easily testable. In some cases, simulation modeling can help. [WE have developed] an agent-based simulation model derived from a conceptual framework, the Information Space or I-Space and use it to explore the differences between a neoclassical and a Schumpeterian information environment."

"You can't manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied."

"In post-capitalism, power comes from transmitting information to make it productive, not from hiding it."

"Knowledge management is a method to simplify and improve the process of creating, sharing, distributing, capturing, and understanding knowledge in a company."

"Knowledge management is a process of systematically and actively identifying, activating, replicating, storing, and transferring knowledge."

"The objectives of knowledge management (KM) are 1. To make the enterprise act as intelligently as possible to secure its viability and overall success and 2. To otherwise realize the best value of its knowledge assets."

"In recent years, probity has eroded. Many major corporations still play things straight, but a significant and growing number of otherwise high-grade managers — CEOs you would be happy to have as spouses for your children or as trustees under your will — have come to the view that it’s okay to manipulate earnings to satisfy what they believe are Wall Street’s desires. Indeed, many CEOs think this kind of manipulation is not only okay, but actually their duty. These managers start with the assumption, all too common, that their job at all times is to encourage the highest stock price possible (a premise with which we adamantly disagree). To pump the price, they strive, admirably, for operational excellence. But when operations don’t produce the result hoped for, these CEOs resort to unadmirable accounting stratagems. These either manufacture the desired “earnings” or set the stage for them in the future. Rationalizing this behavior, these managers often say that their shareholders will be hurt if their currency for doing deals — that is, their stock — is not fully-priced, and they also argue that in using accounting shenanigans to get the figures they want, they are only doing what everybody else does. Once such an everybody’s-doing-it attitude takes hold, ethical misgivings vanish. Call this behavior Son of Gresham: Bad accounting drives out good."

"For three decades I have had the privilege of working with more than 100 CEOs and their management teams. One of the most important lessons I've learned from these CEOs is that business is more than strategy, competency, and return on investment. A large part is about the "soft" issues like relationships, personal growth, and (yes, I'll say it) feelings! Henry Ford may have put it best when he said, "A business that makes nothing but money is a poor business." I would venture to add that a CEO who improves only the bottom line is a poor CEO."

"Your career is your business, and you are its CEO."

"By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check."

"The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the rebirth of the organization."

"Successful innovators have CEOs who act as technology evangelists."

"The best CEOs I know are teachers, and at the core of what they teach is strategy."

"Executives are constrained not by resources but by their imagination."

"The dream of every CEO is to have one standardized, integrated, flexible and manageable landscape of aligned business and IT processes, systems and procedures. Having complete control over all projects implementing changes in that landscape so that they deliver solutions that perfectly fit the corporate and IT change strategies, makes this dream complete. The reality for many large organizations is quite the opposite. Many large organizations struggle to keep their operational and change costs in control. Key reasons are the inflexibility and enormous complexity of their business and IT structures, processes, systems, and procedures, often distributed across lines of business (LoB) and business divisions (BD) spread out over various regions, countries or even continents.., Over the last decade, Enterprise Architecture (EA) has been one of many instruments used by organizations in their attempt to get grip on the current operational environment and the implementation of changes. EA provides standardization, and sets a clear direction for the future to guide changes."

"Neurotic impostor CEOs are also highly likely to become addicted to consulting companies because reassurances provided by “impartial” outsiders compensate for the executives’ feelings of insecurity."

"Being a CEO is the nuts! A whole jumble of thoughts come to mind: Over the top. Wild. Fun. Outrageous. Crazy. Passion. Perpetual motion. The give-and-take. Meetings into the night. Incredible friendships. Fine wine. Celebrations. Great golf courses. Big decisions in the real game. Crises and pressure. Lots of swings. A few home runs. The thrill of winning. The pain of losing. It's as good as it gets! You get paid a lot, but the real payoff is in the fun."

"Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important."

"Corporate strategy is the pattern of major objectives, purposes, or goals and essential policies and plans for achieving those goals stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be. In a changing world it is a way of expressing a persistent concept of the business so as to exclude some possible new activities and suggest entry into others."

"This theory maintains that the objectives of the firm should be derived by balancing the conflicting claims of the various 'stakeholders' in the firm: managers, workers, stockholders, suppliers, vendors. The firm has a responsibility to all of these and must configure its objectives so as to give each a measure of satisfaction. Profit which is a return on investment to the stockholder is one of such satisfactions, but does not receive special predominance in the objective structure,"

"Strategy can be defined as the determination of the long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals"

"Business strategy is the battleplan for a better future."

"Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:"

"Corporate strategy refers to the relationship between an enterprise and its environment. Strategy has two aspects. Strategic posture (or position) refers to an actual relationship between enterprise and environment at a specific point in time. Strategic plan refers to an intended future relationship; the plan consists of a set of corporate objectives and the proposed conditional action steps to be taken in order to reach those objectives."

"A fundamental part of any firm's corporate strategy is its choice of what portfolio of business to compete in. According to the academic literature, this decision should reflect the 'superiority' of related diversification over unrelated diversification... This is because related diversification presumably allows the corporate center to exploit the interrelationships that exist among its different businesses (SBUs) and so achieve cost and/or differentiation competitive advantages over its rivals."

"Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently as possible, a sustainable edge over its competitors. Corporate strategy, thus, implies an attempt to alter a company's strength relative to that of its competitors in the most efficient way."

"Strategy is about stretching limited resources to fit ambitious aspirations."

"Decision theory, as it has grown up in recent years, is a formalization of the problems involved in making optimal choices. In a certain sense — a very abstract sense, to be sure — it incorporates among others operations research, theoretical economics, and wide areas of statistics, among others."

""Interactive Decision Theory" would perhaps be a more descriptive name for the discipline usually called Game Theory."

"The researcher hoping to break new ground in the theory of experimental design should involve himself in the design of actual experiments. The investigator who hopes to revolutionize decision theory should observe and take part in the making of important decisions."

"Linear programming is viewed as a revolutionary development giving man the ability to state general objectives and to find, by means of the simplex method, optimal policy decisions for a broad class of practical decision problems of great complexity. In the real world, planning tends to be ad hoc because of the many special-interest groups with their multiple objectives."

"Pascal is called the founder of modern probability theory. He earns this title not only for the familiar correspondence with Fermat on games of chance, but also for his conception of decision theory, and because he was an instrument in the demolition of probabilism, a doctrine which would have precluded rational probability theory."

"Decision theory can be pursued not only for the purposes of building foundations for political economy, or of understanding and explaining phenomena that are in themselves intrinsically interesting, but also for the purpose of offering direct advice to business and governmental decision makers. For reasons not clear to me, this territory was very sparsely settled prior to World War II. Such inhabitants as it had were mainly industrial engineers, students of public administration, and specialists in business functions, none of whom especially identified themselves with the economic sciences..."

"The ability to accurately predict cash flow is the best, most universal, and most consistent standard for financial management across all nonprofit institutions, regardless of size and mission."

"Another forerunner of modern organization theorists was Andrew Ure, a professor of chemistry. An enthusiastic proponent of “the factory system,” Ure (1835) took a step beyond Adam Smith. Whereas Smith’s pin factory was solely an example of division of labor, Ure pointed out that a factory poses organizational challenges. He asserted that every factory incorporates “three principles of action, or three organic systems”:"

"Historically, information management has been a fragmented activity shared among the traditionally independent elements of an organization. Many of the critical data-handling activities (payroll, invoices, payments, inventories, etc.) of an organization have been located in the administrative or financial management offices. Automation of these activities has resulted in placing management responsibilities for computers and information systems in the office of an organization's administrator or controller."

"The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources."

"Since the late 1980s, architecture frameworks have emerged within the federal government, beginning with the publication of the National Institute of Standards and Technology framework in 1989. Subsequently, we issued Enterprise architecture (EA) guidance, and our research of successful public and private sector organizations’ IT management practices identified the use of Enterprise architectures as a factor critical to these organizations’ success."

"Physicians’ and pharmacists’ first and foremost ethical obligation in situations of epidemic, disaster or terrorism is to provide urgent medical care and ensure availability and appropriate use of necessary medications. This requires close coordination with the entire health care team to help ensure patients receive the testing, treatments, follow-up care and medications they need. We applaud the innumerable selfless acts by health care professionals across the nation who are putting themselves in harm’s way to provide care to America’s patients."

"Milan carries on! ... #italywontstop"

"The Centers for Disease Control and Prevention has been caught on numerous occasions engaging in statistical manipulation in order to drive up a perpetual state of fear among Americans – all with the aim of coaxing people to get the Covid-19 ‘vaccine.’ But one thing the CDC appears entirely unwilling to do is to document the ways that natural immunity has made the vaccines redundant at best, and harmful at worst, for those who were previously infected."

"The people of Norway celebrated the end of coronavirus restrictions on Sunday after an abrupt announcement from the prime minister."

"When the UN security council and the G7 group sought to agree a global response to the coronavirus pandemic, the efforts stumbled on the US insistence on describing the threat as distinctively Chinese... the focus on labelling the virus Chinese and blaming China pursued by the US secretary of state, Mike Pompeo, helped ensure there would be no meaningful collective response from the world’s most powerful nations."

"Vax mandates are an unhealthy thing for our democracy and represent a willful effort by government to exert additional control over an already cowed population. There is a direct line between the Patriot Act, mass surveillance, and vax mandates that claims “it is all for our own good” when it is more broadly for our own bad. This is about politics, not medicine."

"The challenge came at Christmas when these new variants appeared – the South Africa and Brazil ones particularly. The changes the virus makes in its spike proteins actually throw off these antibodies"

"So basically, most of the front-running antibody therapies for Covid which are the front-running therapies for Covid, I should say – so the great hope – are lost to the South African and Brazilian variants"

"The damage to health caused by each vaccine dose does not lessen over time. It continues indefinitely. In fact, CDC All-Cause Mortality data show that each vaccine dose increased mortality by 7% in the year 2022 compared to the mortality in year 2021."

"Without mass testing, tracing, and isolating, you cannot contain."

"It's quite unusual for a government to publish a plan with things in it we hope we won't have to do. [...] It's far too early to be able to tell in that instance. What we can say for sure is that, right now, we do not recommend the cancelling of mass events, and schools as well should not be closing unless there is both a positive case and the school has had the advice to close from ."

"I want to stress that for the vast majority of the people of this country, we should be going about our business as usual."

"Responses cannot be one-size-fits-all and will need to be tailored to local needs."

"When the Vice President first asked me to help on the task force with different tasks, I asked the President what he expected from the task force and how I can best serve him and the task force. What the President asked is that all of the recommendations that we make be based on data. He wanted us to be very rigorous, to make sure that we were studying the data, collecting data. A lot of things in this country were happening very quickly, and we wanted to make sure that we were trying to keep updating our models and making sure that we were making informed decisions and informed recommendations to him based on the data that we were able to collect and put together."

"The President wanted to make sure that we had the people doing the best jobs, and making sure that we had the right people focused on all the things that needed to happen to make sure that we can deliver in these unusual times for the American people. The President also instructed me to make sure that I break down every barrier needed to make sure that the teams can succeed. This is an effort where the government is doing things that the government doesn’t normally do, where we are stretching, we’re acting very quickly. And the President wants to make sure that the is fully behind the different people running the different lines of effort to make sure that we get everything done in a speed that the President demands. The President also wanted us to make sure we think outside the box, make sure we’re finding all the best thinkers in the country, making sure we’re getting all the best ideas, and that we’re doing everything possible to make sure that we can keep Americans safe, and make sure we bring a quick end to this in the best way possible, and balance all the different aspects that need to be thought of while we do this. This truly is a historic challenge. We have not seen something like this in a very, very long time. But I am very confident that, by bringing innovative solutions to these hard problems, we will make progress."

"The President has been very, very hands on in this. He’s really instructed us to leave no stone unturned. Just this morning — very early this morning — I got a call from the President. He told me he was hearing from friends of his in New York that the New York public hospital system was running low on critical supply. He instructed me this morning. I called Dr. Katz, who runs the system, asked him which supply was the most supply he was nervous about. He told me it was the N95 masks. I asked what his daily burn was. And I basically got that number, called up Admiral Polowczyk, made sure we had the inventory. We went to the President today, and earlier today,the President called Mayor de Blasio to inform him that we were going to send a month of supply to the New York public hospital system, to make sure that the workers on the frontline can rest assured that they have the N95 masks that they need to get through the next month. We’ll be doing similar things with all the different public hospitals that are in the hotspot zones and making sure that we’re constantly in communications with the local communities."

"One thing I will say, just based on data, is that we’ve been getting a lot of data from different governors and from different mayors and from different cities. One thing I’ve seen FEMA do very, very well, over the last week or so, is now we’re getting real-time data from a lot of cities. People who have requests for different products and supplies, a lot of them are doing it based on projections, which are not the realistic projections. The projections change every day as we see the cases, as we see the impacts of the “stop the spread” effort that this task force recommended and the President has been pushing forward. So I do think that we’ll see that. Hopefully, there’ll be impact of that. And the task force has been working very hard, through the FEMA group, with Admiral Polowczyk to make sure that we’re getting the supplies to people before they run out, and making sure that we’re doing it in a proper way."

"And what they’ve done over the last 13 days has been really extraordinary. We’ve done things that the government has never done before, quicker than they’ve ever done it before. And what we’re seeing now is we found a lot of supplies in the country. We’ve been distributing them where we anticipate there will be needs, and also trying to make sure that we’re hitting places where there are needs. So I can tell you the people on the — in the task force, they’re working day and night. You’ve got a lot of people in the government. We recognize the challenge that America faces right now. We know what a lot of the people on the frontlines are facing, the fear that they have that they won’t have the supplies they need. And our goal is to work as hard as we can to make sure that we don’t let them down."

"At the time of the SARS (Severe Acute Respiratory Syndrome) virus outbreak (in 2002-2003), we (Government of Macau) also did not prohibit the entry of people from Hong Kong and we refused to think of establishing a quota for entries from the neighboring Special Administrative Region for the time being (due to COVID-19 outbreak)."

"The Coronavirus is very much under control in the USA. We are in contact with everyone and all relevant countries. CDC & World Health have been working hard and very smart. Stock Market starting to look very good to me!"

"Nobody could have imagined a thing like this — a tragedy like this would have happened: the invisible enemy."

"World Health Organization — because they really are — they called it wrong. They called it wrong. They really — they missed the call. They could have called it months earlier. They would have known, and they should have known. And they probably did know, so we'll be looking into that very carefully. And we're going to put a hold on money spent to the WHO. [When asked later in the same press briefing if freezing money to the WHO during a pandemic was a good idea he replied, "No, maybe not. I mean, I'm not saying I'm going to do it, but we're going to look at it."]"

"The federal government has done something that nobody has done anything like this other than perhaps wartime. And that’s what we’re in: We’re in a war."

"Biden ordered private employers to fire unvaccinated Americans from their jobs as he blames the American People for his own failures. On December 4, 2020, Biden promised that he would never mandate vaccines, saying, “No I don't think it should be mandatory, I wouldn't demand it be mandatory.” Less than one year later, Biden imposed an unconstitutional federal vaccine mandate and threatened that any American who refused to comply should be “prepared to pay.”"

"We are not at war. Sailors do not need to die. If we do not act now, we are failing to properly take care of our most trusted asset — our Sailors."

"This will be our Pearl Harbor."

"From the perspective of continued understanding of the (COVID-19) situation, it is only at this time that everyone realizes it is so dangerous. If we (the Government of Wuhan) knew at first from the virus spread that it would be so serious, finding effective control and prevention methods of course would be good, but the problem is usually we cannot realize the severity from the outset."

"We (Government of Macau) appeal to the public not to go out unless it's absolutely necessary. That's the best prevention (against the COVID-19). We had no choice but to cancel the (2020 Lunar) new year celebrations even when everything was ready."

"We (China) are sure to be able to win in this battle to beat the (COVID-19) epidemic through prevention and control."

"We are now (26 January 2020) in a critical period of prevention and control (of the COVID-19)."

"Momentum of the Wuhan virus epidemic outbreak may decline in 20 days (since 26 January 2020) based on the current prevention and control measures of pneumonia caused by the novel coronavirus."

"We (World Health Organization (WHO)) are working 24/7 to support China and its people during this difficult time (COVID-19 pandemic) and remain in close contact with affected countries, with our regional and country offices deeply involved. WHO is updating all countries on the situation and providing specific guidance on what to do to respond."

"You (medical staffs who attain to COVID-19 patients treatment) are trying every means to save lives. When you are putting your efforts to save lives, you have to protect yourselves too."

"We (Centers for Disease Control) are warning that anyone who refuses to cooperate with our quarantine officers or is disrespectful toward them (for the examination of COVID-19) will be strictly punished according to the law. Disease prevention is not a game, so we will impose the heaviest punishment for obstructing public officers in discharging their duties."

"There are two keys to tackling the (COVID-19) epidemic: early detection and early isolation. They are the most primitive and most effective methods."

"Those (anyone who returns from Wuhan being isolated for 14 days with all necessary medical attention) are the sorts of measures that will protect countries from the introduction of the (COVID-19) virus and onward transmission. There's always a balance between the draconian measures of public health and what people might want to do, and obviously it's regrettable if people who turn out not to have the virus are quarantined unnecessarily."

"The main reason for this (global emergency) declaration (of COVID-19) is not because of what is happening in China, but because of what is happening in other countries. Our (World Health Organization) greatest concern is the potential for the virus to spread to countries with weaker health systems."

"The moment we heard about this (COVID-19) outbreak, we started to put our feelers out to get access to these isolates."

"We (China) are still at a very critical stage in fighting the (COVID-19) Coronavirus. International solidarity is extremely important and for that purpose all countries should behave in a responsible manner."

"Closing the (Hong Kong's) border entirely (from Mainland China) is the only effective way to prevent the spread of the (COVID-19) virus."

"The (COVID-19) outbreak will probably continue for at least several more months. It would be best that the (Japan) national government comes up with a plan that accounts for the long-term issues."

"Building new hospitals or shelters alone (to treat COVID-19-infected people) is not adequate. It will also need to be complemented by community strategies, such as limiting group activities, and personal hygiene practices."

"The public has criticised us (Wuhan government) a lot ... why? It was because some of our work was not done well. What have we not done well? At present, the contradiction between supply and demand of hospital beds has remained conspicuous. Honestly, we are in pain and feel regrettable that a lot of the patients who have been confirmed infected or were suspected to have contracted the (COVID-19) coronavirus were unable to receive proper treatment at hospitals. This problem definitely has remained unresolved."

"The local (COVID-19) transmission chain (in Hong Kong) has begun (as of 6 February 2020), and if we do nothing to control it, Hong Kong will become another mainland city that has suffered lots of cases."

"In order to prevent the further spread of the coronavirus (in Japan), commuting in shifts and teleworking need to be widely exercised across society. We will call on the corporate world to actively implement (the measures)."

"The health of the population (due to COVID-19 outbreaks) takes precedence over economic interest."

"My administration has done a job on really working across government and with the private sector, and it’s been incredible. It’s a beautiful thing to watch, I have to say. Unfortunately, the end result of the group we’re fighting — which are hundreds of billions and trillions of germs, or whatever you want to call them — they are bad news. This virus is bad news and it moves quickly, and it spreads as easily as anything anyone has ever seen."

"Herd immunity, protect the economy, and if that means some pensioners die, too bad."

"So, right now, as long as you wash your hands more often, that is the number one thing you can do to keep you and the country safe. [...] The scientific advice is that the impact of shaking hands is negligible and what really matters is that you wash your hands more often."

"I don't think there's any need to panic (because of the COVID-19 pandemic). We manage these things the same as we manage influenza. The sensible thing (to do) at this point is to increase awareness of what is going on overseas. We can't treat the (COVID-19) virus at the present time, so what we can do is use simple personal protection and public health interventions ... should it enter New Zealand."

"I was at a hospital the other night where I think there were a few coronavirus patients and I shook hands with everybody, you will be pleased to know, and I continue to shake hands. People obviously can make up their own minds but I think the scientific evidence is… our judgement is that washing your hands is the crucial thing."

"Normal surgical masks are sufficient to guard against the (COVID-19) virus."

"No human-to-human transmission of the (COVID-19) novel coronavirus has been reported in the country (Malaysia, as of 2 February 2020), and thus there is no need for the public to panic and start wearing masks. However, those with such symptoms, must wear the masks to prevent infecting others, as it is also the influenza season. What is more important is to keep on washing hands properly using soap."

"We believe the (Hong Kong) government should take the lead (by not wearing surgical mask unless those feeling unwell, working in frontline services or attending crowded places), so we have issued internal guidelines asking all departments to follow this in wearing masks. The goal is to save stocks for medical staff (to deal with patients infected with COVID-19)."

"The confirmed local (COVID-19 infection) cases (in Taiwan so far as of 5 February 2020) are mostly people who were infected overseas before returning to Taiwan and the only two indigenous cases are people who were infected by other members of their household. Therefore, the (Central Epidemic Command) center does not recommend foreign nationals traveling in Taiwan wear masks, but they can prepare masks and bring them on their own if they are concerned."

"I want to advise everyone to wear a face mask at all times when travelling in an aircraft and also in confined spaces such as inside airports (to protect oneself against COVID-19)."

"What we can do at this moment (COVID-19 outbreak) is gain a scientific understanding of the disease and protect ourselves. Wear a mask when you go out."

"Three weeks ago, the Republican chairman of the Senate Intelligence Committee privately warned dozens of donors about the harrowing impact the coronavirus would have on the United States, while keeping the general public in the dark. In a secret recording obtained by NPR, North Carolina Sen. Richard Burr is heard giving attendees of a club luncheon a much different message than most federal government officials, especially President Trump, were giving the public at the time... Sen. Burr sold off up to $1.56 million in stock on February 13th, as he was reassuring the public about coronavirus preparedness."

"There’s one thing that I can tell you about this... It is much more aggressive in its transmission than anything that we have seen in recent history... It is probably more akin to the 1918 pandemic.... There will be, I’m sure, times that communities... have a transmission rate where they say, let’s close schools for two weeks, everybody stay home."

"While Regeneron’s currently authorized REGEN-COV antibodies have diminished potency against Omicron, they are active against Delta, which currently is the most prevalent variant in the U.S."

"untrue and completely unsupported by the evidence"

"Wouldn’t it be worth working out what the actual criteria are?"

"If Woodcock’s nose had been shorter…"

"... Victoria Woodcock, Operations Director, known as Vics, who was the most indispensable person in the campaign. If she’d gone under a bus, Remain would have won. When comparing many things in life the difference between average and best is say 30% but some people are 50 times more effective than others. She is one of them."

"If you think you are one of the a small group of people in the world who are truly GREAT at project management, then we want to talk to you. Victoria Woodcock ran ' — she was a truly awesome project manager and without her Cameron would certainly have won. We need people like this who have a 1 in 10,000 or higher level of skill and temperament."

"I want to dedicate this award to the director of intimacy . Thank you for your existence in our industry, for making the space safe for creating physical, emotional, and professional boundaries so that we can make work about exploitation, loss of respect, about abuse of power, without being exploited or abused in the process. I know what it's like to shoot without an intimacy director — the messy, embarrassing feeling for the crew, the internal devastation for the actor. Your direction was essential to my show, and I believe essential for every production company that wants to make work exploring themes of consent."

"Lots of people have lots of opinions about intimacy coaches and it's a relatively new job and I think people are still working out certain parameters. Some people will say, "Oh, I don't need them." But if that intimacy co-ordinator prevents that one actor from experiencing life-changing trauma then of course it justifies the other 99 people who don't need it. I needed it on this, definitely."

"I think if you're a young woman on a set, which is largely peopled by men, the crew will be 90% men and the women won't be on the set with you, because generally speaking we do not have parity on any level on film sets, it's all men. And that's a very uncomfortable position for a young woman who's starting in the industry, but it is absolutely essential that there is someone there to protect them. Absolutely essential. It's not to say that they're going to be in there all the time arranging your boobs, it's that they can be there in case you might feel that there's a position that you've got into that you're not quite comfortable with, you know, your bum hole's waving in the air, and you just think I don't feel quite comfortable… I've worked with young actresses who've been truly traumatised by their experiences on set. And so, my passion for intimacy co-ordinators and protection for young women particularly, and young men, I mean, it's not necessarily an easy thing for any person."

"And Jesus called them to him and said to them, “You know that those who are considered rulers of the Gentiles Lord it over them, and their great ones exercise authority over them. But it shall not be so among you. But whoever would be great among you must be your servant, and whoever would be first among you must be slave of all. For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many."

"In order to be a well-rounded leader, military leaders must know how to be better followers and know how to best lead and manage followers. If there are leaders and managers, there must be followers. To best articulate the dynamics between the leader, manager and follower, let’s define what these words mean, based on their roles and the processes: Follower: A person who accepts guidance, command or leadership to assist in achieving goals and accomplishing tasks. Manager: A person charged with impersonally enabling task execution or subsets of an organization. Leader: Anyone who by virtue of assumed role or assigned responsibility inspires and influences people by providing purpose. Followership: A reciprocal process of leadership. This term refers to the capacity or willingness to follow within a team or organization. Management: An impersonal functioning process that controls and synchronizes internal structures, processes, procedures and systems. Leadership: The activity of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization."

"In the Army’s This is My Squad initiative, its major component is found in Sgt. Maj. of the Army Michael Grinston’s message: We must understand the people around us. In order to be a better follower, individuals must understand and realize the influence and power of their leaders and managers. Being a better follower means being proactive and knowing how and what leaders and managers need to lead. This means anticipating future organizational needs and ensuring you are supporting leaders’ and managers’ support or information requirements. Being a better follower is also a form of so-called servant leadership. Robert Greenleaf, who coined the term “servant leadership” and is the founder of the modern servant leadership movement and the Greenleaf Center for Servant Leadership, said true leaders are chosen by their followers. Servant leadership is understanding the needs of others, up and down a chain in the organization, being available at the right level and being mentally prepared to serve all others. Servant leaders exist at all levels, but one must be able to follow first. The better a follower can anticipate a need, before it is even asked, the more successful that leader and led relationship remains. Being a great follower is having appropriate situational awareness of priorities and how to best support those efforts. The follower must be able to collaborate and have the ability to maintain good relationships with others up and down the leadership chain."

"Military leaders are often taught how to become better leaders and managers; absent is the discussion about the importance of effective followership and how to be better followers. It is important for leaders to foster a sense of responsibility of how to be a better follower in order to improve the follower’s leadership and management skills as well. Leaders need to self-reflect on how they can improve on being a follower and how they can support their leaders and managers. The best followers understand how their leader makes decisions, are aware of critical challenges their leader faces and have a complete set of personal leadership skills that enable confident responses to what that leader or organization needs. A critical part of being a good follower is practicing servant leadership. When acting with the intent to serve others, natural followership emerges and further builds the organizational team at every level."

"Character in many ways is everything in leadership. It is made up of many things, but I would say character is really integrity. When you delegate something to a subordinate, for example, it is absolutely your responsibility, and he must understand this. You as a leader must take complete responsibility for what the subordinate does. I once said, as a sort of wisecrack, that leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well."

"Farther down the line, in the middle of a gravelly flat near the runway's end, I approached another fighting hole, careful to come from the rear and listen for the verbal challenge. It was an assault rocket team, and there should have been two Marines awake. In the moonlight, I saw three heads silhouetted against the sky. I slid down into the hole with a rustle of cascading dirt. General Mattis leaned against a wall of sandbags, talking with a sergeant and a lance corporal. That was real leadership. No one would have questioned Mattis if he'd slept eight hours each night in a private room, to be woken each morning by an aide who ironed his uniforms and heated his MREs. But there he was, in the middle of a freezing night, out on the lines with his Marines."

"Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"

"All leaders are human. They get tired, angry, and jealous and carry the same range of emotions and frailties common to mankind. Most leaders periodically display them. The leaders I most admired were totally human but constantly strove to be the best humans they could be. Leaders make mistakes, and they are often costly. The first reflex is normally to deny the failure to themselves; the second is to hide it from others, because most leaders covet a reputation for infallibility. But it's a fool's dream and inherently dishonest. There are few secrets to leadership. It is mostly just hard work. More than anything else it requires self-discipline. Colorful, charismatic characters often fascinate people, even soldiers. But over time, effectiveness is what counts. Those who lead most successfully do so while looking out for their followers' welfare."

"A good leader tries to embody the best qualities of his or her organization. A good leader sets the example for others to follow. A good leader always puts the welfare of others before himself or herself."

"From the outside looking in, it may feel like something in the Army has changed. The recruiting campaigns of ‘Belonging’ and ‘Your Army Needs You’ have appeared to some critics as a fundamental shift in the way that the Army conducts its business. In conjunction, internally, Defence released its new Diversity & Inclusion Strategy. But do either of these events signify a change in the Army and is there a better way to create a culture that is inclusive, and which generates diversity? Army culture is shaped by our leadership and the Army Leadership Doctrine (ALD) speaks of the need to support and empower our employees while, ‘being inclusive and harnessing diversity.’ The transformational/transactional spectrum of leadership styles discussed in the ALD is widely accepted, but it does also have its critics. Recently RMAS Officer Cadets fed back that they felt that some of their officers lacked emotional intelligence and students on the Intermediate Command and Staff Course Land (ICSC(L)) were moved to argue that there needs to be more emphasis on followers and followership during leadership training. What this means, therefore, is that while the ALD asserts that transformational leadership produces excellent performance, followers would say otherwise. Is there a more relevant model that leaders can follow which will improve leadership behaviours? Has the ALD overlooked a critical concept?"

"Servant leadership could negate the need for ineffective D&I statements on noticeboards. Why? Because as Robert K Greenleaf argued in 1971, leaders need to focus on followers and so servant leadership ‘begins with the natural feeling that one wants to serve, to serve first.’ Despite refinement over the last four decades, servant leadership retains its focus on followers rather than on an organisation’s objectives. The RMAS motto, ‘Serve to Lead’ predates Greenleaf’s model and servant leadership is already an essential part of RMAS ethos which has influenced generations of junior officers, but the spotlight has shifted to other models. The ALD endorsed model of transformational leadership does not dismiss the importance of followers as it requires leaders to inspire them to achieve greatness beyond their own imagination. Even so, transformational leadership diametrically opposes servant leadership due to its concentration on objectives and rests heavily on the use of charisma to influence the followers. If leadership is, ‘just plain you’ then it can be difficult to achieve a transformational style if you do not exude charisma and yet emulating an unnatural style will lack authenticity and, therefore, credibility. Servant leadership is an important and viable alternative that all leaders should master."

"If the Army really is a ‘people organisation’, we must create an ethos that puts those that we serve, the people, at the centre of all that we do. Every day leaders execute their responsibilities in a manner conducive to servant leadership – ensuring that junior ranks eat first, leaving the Christmas R&R slot to those more deserving, checking that leave is being taken, providing access to resettlement - and yet the ALD ignores this model. The consequence is that while servant leadership behaviours are deeply rooted in many, the emphasis on the transformational leader model can lead to confusion. Indeed, I am often surprised when an Officer Cadet tells me that he or she is developing their transformational leadership style but then struggles to articulate what their primary role as a troop or platoon commander will be. I strongly believe that the ALD’s omission of a Serve to Lead approach has skewed our training to the point where Officer Cadet’s do not instinctively recognise that their priority will be to look after their troops - transformational leadership should come later. Servant leadership has the potential to reinvigorate the Army spirit of ‘service’ in support of the Defence People Strategic Objective number five which aims to ‘develop a more inclusive culture within defence and a more diverse workforce at all levels.’ Creating an inclusive environment is recognised as the first stage in building diversity and demands that the needs of each member of the workforce are considered in place of a blanket policy of conformity. That, I believe, is the essence of ’Serve to Lead’."

"Serve to Lead requires the commander to place the followers at the centre of his or her actions but it does not however mean that a commander relinquishes the right to make decisions and provide direction. Servant leaders follow a leadership style rather than a management style. Choosing to Serve to Lead can be a time-consuming way of leading, but it just may be a style that comes more naturally to you and will, as a result, promote better results and related organisational benefits. Listening to followers, considering their needs, placing them at the centre of activity are all principles that were hammered into me as a troop commander and yet they appear to have no useful place in the ALD. This is a mistake, for in following Serve to Lead principles we create an inclusive environment that means that there will be no need for separate D&I strategies, action plans and objectives."

"There is a great deal of talk about loyalty from the bottom to the top. Loyalty from the top down is even more necessary and much less prevalent. One of the most frequently noted characteristics of great men who have remained great is loyalty to their subordinates."

"Serve To Lead"

"I could not have felt more strongly about this subject. One day an aide, Buddy Masters, came to me. "General," he said, "I'm worried about your eyesight which is getting worse. You read all day here in the office and then you take a couple of hundred Purple Heart certificates home, sign them at night and read some more. I have found a way to ease this." "How?" "The other day over at the Navy I saw a new machine bought for the Secretary. It writes his signature automatically, and it only costs a few hundred dollars." "Save the money," I told him. "If those boys can get wounded, I can find time to sign my name on their Purple Hearts.""

"In the fall of 1989 at Fort Campbell, Ky., I was a patrol leader returning from a night reconnaissance patrol when I went to the platoon command post to submit my patrol report. When I arrived, my platoon sergeant, Sgt. 1st Class Larry Johnson, was manning the radios, both the company network and the fires network, and was the only person awake at the position. He motioned me down, placed a finger to his lips (for me to be quiet) and asked for the report. I gave him the report and he said that he would let the platoon leader know what I reported when he woke up later. “Sgt. Johnson, have you had any rest yet?” I asked. “Nah, I’ll wake the platoon leader in a little while and rack out then,” he said. “They (the platoon leader, radio operator, fire support specialist and medic) need the sleep more than I do. Besides, I’m used to this.” He smiled and waved me off to also get some sleep. As I walked back to my position off the perimeter, I thought about how our grizzled platoon sergeant was always taking care of us and hoped, when it was my turn, I would do so as well."

"Each and every noncommissioned officer who sustains the Army of this nation has taken an oath. With the swearing of that oath, you enter into a sacred agreement to support the nation. They support the nation, your leaders and your subordinates through your service. This is reconfirmed in the Soldiers’ Creed, which says, “I will serve the people of the United States and live the Army Values.” Through these acts you have chosen to become first a servant, and through time-in-service and increases in responsibility, an NCO and a servant leader. Servant leadership is one of many approaches to leader development. The term servant leadership has been in use since Dr. Robert Greenleaf wrote the essay, “The Servant as Leader,” in 1970, which focuses on the areas of ethics and ethical leadership. The idea of the servant leader can be traced back even further—more than 2000 years—to China. This can be documented in early Chinese writings: “The sage has no invariable mind of his own; he makes the mind of the people his mind,” Lao Tzu wrote in Tao Te Ching."

"Within the Army, servant leaders are observed practicing servant leadership every day. While the mission and job come first, the Soldiers are taken care of always. This includes all Soldiers, both subordinate and senior. Army leaders eat only after their Soldiers eat and are expected to share the hardships of their subordinates. Leading by example ensures that leaders care for their subordinates first, before themselves. Doing so allows them to understand the challenges, hardships and limitations. Their subordinates, in turn, observe and emulate the actions of their servant leaders and they begin leading by example themselves."

"Proof of servant leadership principles are exemplified in the words of the NCO Creed. The creed states: “I will not use my grade or position to attain pleasure, profit or personal safety.… Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine…. I know my Soldiers, and I will always place their needs above my own.” In fact, the whole NCO Creed, along with the Soldiers’ Creed, is a testament to servant leadership. Servant leadership and the servant leader are powerful sources of inspiration in our Army today, and examples can be seen throughout time. Servant leaders, having chosen to be servants first, have in them the capacity for caring and providing for others—subordinate or senior. The servant leader feels a responsibility to do this and does not serve seeking reward. The servant leader cares for all and attempts to bring them to a level that inspires them to also become servant leaders. Observations and experiences from my 30 years of service (27 years as a leader) have shown me that good leaders, are good followers, or servants, first. Along the way, they perfected the skills of the Army profession and learned to care for Soldiers. Eventually, they embrace the philosophy of servant leadership themselves and became servant leaders."

"Never, ever give up regardless of the adversity. If you are a leader, a fellow who other fellows look to, you have to keep going. How will you know if you have succeeded? True satisfaction comes from getting the job done. The key to successful leadership is to earn respect- not because of rank or position, but because you are a leader of character. In the military, the president of the United States may nominate you as a commissioned officer, but he cannot command for you the loyalty and confidence of your soldiers. Those you must earn by giving loyalty to your soldiers and providing for their welfare. Properly led and treated right, your lowest-ranking soldier is capable of extraordinary acts of valor. Ribbons, medals, and accolades, then, are poor substitutes to the ability to look yourself in the mirror every night and know that you did your best."

"There is no short game for a venture capitalist"

"Building products has become easier and cheaper, but building brands is harder than ever"

"The first phase of ROI is understanding if your unit metrics justify growth. Without that, there is no longer game"

"If you're building a platform like Zepto or Blinkit, you’re in the Formula One lane. You need capital at scale, network effects, and speed. You will get diluted You’ll own less than 10% of your company and that’s okay, if that’s the game you signed up for"

"Somehow, we have come to equate profitability with a lack of ambition"

"Technology has flattened the field - logistics, payments, backend operations - all are easier now. But if you don’t use tech to understand your consumer better,you will burn cash blindly"

"You can test your idea with very little capital. Bootstrap first. Validate your model. Don’t dilute before you’re ready"

"It's not expert-driven influence anymore. It’s user-generated, community-led. You need to meet them where they are with authenticity."

"Gen Z isn’t disloyal. They’re identity-driven. Whether it’s sustainability, ingredient sourcing or personalization they buy what aligns with their values"

"Somehow, we have come to equate profitability with a lack of ambition. That’s wrong"

"Enduring brands will be profitable. It’s not optional. But you need clarity on when and how you will get there and investors aligned with that journey"

"Looking at the last three decades in the field, I would be most satisfied if there were 100 or 1,000 of us in this tribe."

"Women’s relationship with money will have to be fixed. Someone could be a high performer but opportunities pass by because of money - be it their own compensation or fixing a budget"

"My family environment was supportive; in hindsight, that was very important. You need to encourage women in your life to try things out, she said, adding that one must do the hard work alone but a support system makes all the difference. Instead of asking women ‘why?’ loved ones need to ask them ‘why not"

"Progress has to happen. There's more of us; we have a voice. We need to do better. Stand up for yourself"

"We’ve all been stereotyped. But we face it with humour and a thick skin. You cannot let it affect your focus"