Academics From The United States

"Besides being in the forefront of the movement to add managerial training to the engineering curriculum, Diemer was among the first American educators to propose that manual technical skills (carpentry, metalworking, and the like) be taught in high schools and in special secondary institutions comparable to modern vocational-technical schools. He recognized that Penn State, with its long-standing two-year course in mechanic arts and its well-equipped shops, was in an ideal position to produce teachers for these manual training classes. With Dean Jackson's blessing, the Department of Industrial Engineering took over supervision of mechanic arts and renamed it the industrial education course. Seniors had the opportunity to do practice teaching in those few Pennsylvania high schools already equipped for shop instruction."

"The regulative principles of management along scientific lines include four important elements:"

"The prominent element in present-day industrial management to be: the mental attitude that consciously applies the transference of skill to all the activities of industry."

"The Methods of Industrial Management. — A committee of the American Society of Mechanical Engineers made an extensive canvass in the fall of 1912 to determine what were the new elements in modern management as well as what the committee designated as the regulative principles of industrial management. The committee confirmed Adam Smith's statement made in 1776 in his Wealth of Nations, in which he held that the application of the principle of division of labor was the basis of manufacture. The committee also agreed with Charles Babbage, who in his work entitled Economy of Machinery and Manufacture written in 1832, added another principle, namely the transference of skill."

"A manufacturing organization being a live, human thing, is like a municipality. Many of our shops are as fruitful fields for riddance of graft as are many of our cities. The graft in the shop consists mostly in the distortion of the managing and planning body into a wire-pulling and influence machine with easy berths filled by incompetents or idlers. This condition often exists not because of any intentional desire to be disloyal on the part of the employees, but simply on account of the work being allowed to drift without systematic attention to departmental organization."

"With regard to men, he must know how to stimulate ambition, how to exercise discipline with firmness, and at the same time with sufficient kindness to insure the good-will and cooperation of all. The more thoroughly he is versed in questions of economics and sociology, the better prepared will he be to meet the problems that will daily confront him. As economic production depends not only on equipment and plant, but on the psychological effect of wage systems, he must be able to discriminate in regard to which wage system is best applicable to certain classes of product."

"The engineer must be able not only to design, but to execute. A draftsman may be able to design, but unless he is able to execute his designs to successful operation he cannot be classed as an engineer. The production engineer must be able to execute his work as he has planned it. This requires two qualifications in addition to technical engineering ability: He must know men, and he must have creative ability in applying good statistical, accounting, and " system" methods to any particular production work he may undertake."

"It is the business of the production engineer to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions. He must be able to tell at any time the exact condition as regards quantity and state of finishedness of every part involved in his manufacturing process."

"Students are here not for service or for culture, but for the selfish end of preparing for salary to come. Constantly I hear them asking, 'If I change over to your course, what kind of a job will it help me to get when I graduate?' Students are weighing every subject they take on the scales of jobs to come."

"She is comprehensively experienced and has advantages that some of the other contenders would have to scramble to match in terms of her exposure to the world and many of the tough issues we are facing in foreign policy."

"I refer, of course, to the debts our nation has amassed for itself over decades of indulgence. It is the new Red Menace, this time consisting of ink. We can debate its origins endlessly and search for villains on ideological grounds, but the reality is pure arithmetic."

"Organizational memory is fundamentally important to organizational learning. The seminal work on organizational memory is Walsh and Ungson’s article published in the Academy of Management Review in 1991"

"A full account of his life would read like a typical American success story of a career during the post-war years of rapid industrialization and mechanization."

"We are proud of Dean Kimball’s national fame as an engineer and leader in engineering education: we are mindful of his outstanding professional achievements which have contributed to the prestige of our College. Yet, in the intimacy of this Cornell group, our main desire is to record our respect and affection for one who in the discharge of his duties has evinced qualities of gentle humanity and gracious friendship adorning his technical skill and attainments."

"The term division of labor has, from long usage, become associated in the public mind with manual processes. But productive labor is, in general, both manual and mental and just as there may be division of manual labor so there may be division of mental labor or division of thought. Modern productive methods tend constantly to separate mental labor from manual labor and then to subdivide each into smaller and smaller parts. The subdivision of manual labor is greatly furthered, as has been seen, by the extended use of tools. Subdivision of mental labor on the other hand is hastened by an increase in the amount of knowledge and mental development necessary to successfully perform the work in hand. Thus the mental labor of designing machinery is performed largely apart from the actual production; and this mental labor has become very closely specialized as the scientific basis of engineering has grown. This process of subdivision is greatly hastened in both manual and mental operations by increased quantity since this, of itself, enables the manager to avail himself of the inherent advantages of division of labor already discussed."

"It is human experience that as a man concentrates his efforts, either mental or manual, his skill in his chosen specialty, and the quantity of his product increase. It was shown... that specialization in machinery had a powerful influence in specializing the workman and thereby extending the principle of division of labor. But division of labor may be furthered by other influences. The very growth of all lines of human knowledge and activity makes it increasingly difficult for one man to retain a grasp of any one entire field. He must be content to cultivate a small portion of it."

"There is another and very important ground for standardization and that is the desirability of having parts interchangeable. Standards of exchange have long been in general use, and these have, most usually, been fixed with a view to convenient use rather than on a scientific basis. The units of weight and measure are examples of this form of standard. They may not even be the most logical, or most convenient, but once established they can, in general, be changed only by slow degrees, if at all."

"By standardization is meant the reduction of any one line to fixed types and sizes. Thus in the case of the manufacturer of shoes he selects a few types that, in his opinion, will find favor in the market. But each foot is not measured and a shoe of the required type made to these measurements. A limited number of sizes of each type is manufactured, these sizes being selected, by previous experience, so that any average man can find a pair that will fit him. The same holds true for the case of electric motors discussed above, and in fact for the entire field of manufactured products."

"Specialization, as has been noted, is the confining of human activity to a limited field. In industrial work this means the limitation of an enterprise to a portion of the field and to the production of a limited line of products. But even when the line of products is limited, there are usually many types that are possible in that line and an infinite number of sizes of any one type. Thus suppose a manufacturer specializes in the manufacture of men's shoes. Here there is no limit to the types that may be produced and no limit to the number of sizes of any type since no two feet are exactly alike. Again a manufacturer may specialize on the production of motors between the sizes, say, of one-half horse-power and twenty horse-power. Here again many types are possible and an infinite number of sizes for each type. But it has been shown that one of the essentials of cheap production is quantity, and for a given total output the greatest number of each element entering into the product is secured when the numbers of types and sizes are a minimum."

"The underlying principle of specialization is division of labor; but the term division of labor has become associated with the individual worker, whereas specialization is, in general, far reaching in its effects, and influences industrial enterprises of all kinds."

"The new industrial methods have greatly accelerated certain tendencies that had already manifested themselves in the old domestic factories and some of these deserve more than passing notice as they are affecting not only productive processes but our social organization as well. Perhaps the most important of these influences are those that tend toward"

"As Miller and Form (1951) have suggested, the beginnings of industrial sociology as a specialized field within sociology can be traced to the Hawthorne experiments that took place at the Western Electric Company in Chicago between 1924 and 1927. Industrialization, which already had taken firm hold across Western society by the early 1900s, had given rise to a unique social form known as the bureaucracy or formal organization. Max Weber put organizational study "on the map," as it were, and by the time of his death in 1920 his work had laid the groundwork for the development of a full-blown research and theory agenda in bureaucracy and formal organization."

"Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would."

"I find myself in complete agreement with Delbert Miller's argument that industrial sociology needs to be reestablished as a separate discipline-separate, that is, from organizational sociology, sociology of occupations, sociology of work, etc."

"faces a renaissance if the leaves of social change can be read correctly. The permissive freedom of the 1960s and 1970s is being curtailed by some harsh economic realities. Parents and students alike are seeking the economic promise of job guarantees when the students graduate. Liberal arts education is on the defensive. Such training must demonstrate it has vocational opportunity or can be converted to such opportunity by postgraduate training. Sociologists who have had the freedom to do their own thing for 20 to 30 years are being forced to make some agonizing appraisals. The entire field of sociology has been placed under scrutiny. The drastic cuts in research funding are only one index of the governmental depreciation of sociology and most other social sciences. The loss of sociology majors and enrollments is another index of student and parental lack of confidence in sociology as a good investment. Academic sociologists who have placed applied sociology in a second-rate category are beginning to recognize that research training of graduate students must turn to applied training or jobs will not be available for many, if not most, of their graduate students. In a similar manner, research funding and graduate fellowships will not be available unless this change is made."

"It is the big enterprises which occupy the strategic centers. Most small businessmen, independents, professionals and even farmers gain their livelihood largely as suppliers or as distributors for the large enterprises. It is the large enterprises which establish the price and wage policies of the nation. The pattern of union-management relations is set by the contracts drawn between big labor and big business. Governmental regulations grow up to harness and channel the economic power and practice of large enterprise. The personnel policies adopted by the large industry become the models for the entire industrial society."

"While numerous studies have dealt with the nature of organization-environment relations, the first major attempt to identify the types of organizational structure and managerial practice that are appropriate for different environmental conditions was conducted by Burns and Stalker, who studied twenty manufacturing firms in England and Scotland. Of these, fifteen were in the electronics industry, four were in research and development, and one was a major manufacturer. The particular environmental conditions examined were the rates of change in the scientific technology and the relevant product markets of the firms being studied."

"Several features or attributes of organizations can therefore be recognized"

"Organizations have been viewed from many perspectives. Depending upon the background and interests of the investigators, the dimensions and characteristics of organizations that are emphasized vary greatly. However, there does appear to be some agreement about the fact that organizations generally develop as instruments for attaining specific goals, and that they are likely to emerge in situations where people recognize a common or complementary advantage that can best be served through collective, as opposed to individual, action."

"Th[e] uniqueness [of the role of dean] stems from an absence of objective and immediate measures of performance combined with arcane governance procedures that may permit some deans to hold office for years without being confronted by those who disagree with their judgments..."

"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."

"Mr. D'Aveni argues that competitive advantage is no longer sustainable over the long haul. Advantage, instead, is continually created, eroded, destroyed and recreated through strategic maneuvering."

"Disruption is his favourite word. He offers a vision for disruption, competences and tactics for disruption. Using compelling examples from hot-sauce wars to computer skirmishes, he makes it clear there's no place to hide from this new world order. Thence his relentless attack on the static bias of most strategic thinking, such as McKinsey's 7-S business model (strategy, structure, systems and so on, of which I was co-inventor in 1978)"

"t has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are"

"Hypercompetition is an environment of intense change, in which flexible, aggressive, innovative competitors move into markets easily and rapidly, eroding the advantages of the large and established players."

"It has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are discovering that existing models of strategy are nearly obsolete in the intensity of today's fast-paced competition. Some have called for a more dynamic approach, even questioning the sustainability of competitive advantage in this new environment. But so far, this revolution-waiting-to-happen has had no leader. Now it has."

"From microchips to corn chips, software to soft drinks, and packaged goods to package delivery services, executives have watched the intensity and type of competition in their industries shift during the last few years. Industries have changed from slow moving, stable oligopolies to environments, characterized by intense and rapid competitive moves, in which competitors strike quickly with unexpected, unconventional means of competing. They now confront “hypercompetitors” who continuously generate new competitive advantages that destroy, make obsolete, or neutralize the industry leader’s advantages, leaving the industry in disequilibrium and disarray."

"This is not an age of castles, moats, and armor, where people can sustain a competitive advantage for very long. This is an age that calls for cunning, speed, and enterprise."

"Dave Ulrich studies how organizations build capabilities of leadership, speed, learning, accountability, and talent through leveraging human resources. He has helped generate award winning data bases that assess alignment between strategies, organization capabilities, HR practices, HR competencies, and customer and investor results."

"The best learners are also teachers."

"Nowadays, HR professionals play three roles: • Storyteller • Strategy interpreter • Strategic facilitator"

"Competencies can be communicated — and therefore can be taught and learned."

"The responsibility for leaders developing results-based leaders is shared. Current leaders who are senior managers have the ultimate challenge of preparing a next generation of leaders, every one of whom should be more capable than themselves."

"HR professionals help turn aspirations into actions by focusing on three things:"

"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. They became interested in the beliefs and creeds which have the effect of making each individual feel an integral part of the group and which make the group appear as a single unit, in the social codes and norms of behaviour by means of which employees automatically work together in a group without any conscious choice as to whether they will or will not co-operate. They studied the important social functions these groups perform for their members, the histories of these informal work groups, how they spontaneously appear, how they tend to perpetuate themselves, multiply, and disappear, how they are in constant jeopardy from technical change, and hence how they tend to resist innovation."

"In the 1920s Elton Mayo, a professor of Industrial Management at Harvard Business School, and his protégé Fritz J. Roethlisberger led a landmark study of worker behavior at Western Electric, the manufacturing arm of AT&T. Unprecedented in scale and scope, the nine-year study took place at the massive Hawthorne Works plant outside of Chicago and generated a mountain of documents, from hourly performance charts to interviews with thousands of employees."

"According to our analysis the uniformity of behaviour manifested by these groups was the outcome of a disparity in the rates of change possible in the technical organisation, on the one hand, and in the social organisation, on the other. The social sentiments and customs of work of the employees were unable to accommodate themselves to the rapid technical innovations introduced. The result was to incite a blind resistance to all innovations and to provoke the formation of a social organisation at a lower level in opposition to the technical organisation."

"That any social solidarity did develop in this heterogeneous group, was astonishing, and showed what could be accomplished through segregating workers into small compact groups."

"Managers today come up against a few more communication barriers. One is the pressure of time. Listening carefully takes time, and managers have little of that to spare. In today’s business culture especially, with its emphasis on speed, already pressed managers may give short shrift to the slower art of one-on-one communication."

"Hamel's contributions to management thinking are found in the well-attended lectures he gives around the world each year, as well as in his publications. These include numerous articles, some of which have won awards, and books such as Competing for the Future (1995) (written with C. K. Prahalad), and Leading the Revolution (2002). His style is deliberately anecdotal, illustrating points with clear examples."