Immigrants To The United States

"In order to live in harmony with one another, humans must moderate and control their impulses, and that the unconscious and culture were thus really two sides of the same coin."

"Patriarchy operates as a kind of conceptual prison, producing and reproducing organizational structures that give dominance to males and traditional male values."

"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 (Chandler 1962). Soon the other great railroads copied the Erie's system, enabling the big railroads to function as effectively as small ones. As a result, railroads rapidly became the largest industrial companies of that time,"

"In the early 1850s, Daniel McCallum, the General Superintendent of the New York and Erie Railroad, had a problem. At the time, the New York and Erie Railway was the largest railroad in the world. It moved trains over one million miles a year and employed hundreds of people - locomotive engineers, conductors, mechanics, station agents and more. For the first time in history it was impossible for a single person to personally manage every one of his employees. The solution was an historic innovation: the middle manager. With it, the first administrative hierarchies in American business were born and the gap between the owner and the entry-level employee inevitably widened. The corporate ladder received its first rungs."

"The "general principles" of management were set out by Daniel C. McCallum. superintendent of the New York and Erie Railroad, in that company's annual report for 1855."

"Mr. McCallum's strong point, lies in his power to arrange and systematize, and in his ambitions to perfect his systems. To this end he has untiringly devoted his energies since he was appointed in charge of this great work."

"His great strength was in sharpening lines of authority and communication, and in stimulating the flow of the minute and accurate information which top management needed for the complex decisions it was increasingly being called upon to make Hourly, daily, and monthly reports, more detailed than those called for earlier on the Baltimore & Ohio, provided this essential information."

"The history of McCallum’s great contribution toward Union victory is buried in the forgotten records of that bitter struggle."

"Some differences of opinion exist in the Board of Directors, in regard to the discipline that has been pursued in the superintendence of the operations of the road. [It was his understanding that] a respectable number of them entertain views... somewhat at variance with my own."

"This comparison [of division accounts] will show the officers who conduct their business with the greatest economy, and will indicate, in a manner not to be mistaken, the relative ability and fitness of each for the position he occupies. It will be valuable in pointing out the particulars of excess in the cost of management of one division with another, by comparison of details; will direct attention to those matters in which sufficient economy is not practiced; and it is believed, will have the effect of exciting an honorable spirit of emulation to excel."

"All that is required to render tho efforts of railroad companies in every respect equal to that of individuals, is a rigid system of personal accountability through every grade of service."

"Hourly reports are received by telegraph, giving the position of all the passenger and the principal freight trains. In all cases where passenger trains are more than ten minutes, or freight trains more than half-an-hour behind time, on their arrival at a station the conductors are required to report the cause to the operator, who transmits the same by telegraph to the General Superintendent; and the information being entered as fast as received, on a convenient tabular form, shows, at a glance, the position and progress of trains, in both directions, on every Division of the Road."

"The passing-place for trains is fixed and determined, with orders positive and defined that neither shall proceed beyond that point until after the arrival of the other; whereas, in the absence of the telegraph, conductors are governed by general rules, and their individual understanding of the same,—which rules are generally to the effect, that, in case of detention, the train arriving first at the regular passing-place shall, after waiting a few moments, proceed cautiously (expecting to meet the other train, which is generally running as much faster, to make up lost time, as the cautious train is slower) until they have met and passed; the one failing to reach the half-way point between stations being required to back,—a dangerous expedient always,—an example of which operation was furnished at the disaster on the Camden and Amboy Railroad near Burlington; the delayed train further being subjected to the same rule in regard to all other trains of the same class it may meet, thus pursuing its hazardous and uncertain progress during the entire trip."

"Business of a private and important character, which cannot be neglected without great pecuniary sacrifice, has induced me to make this the occasion of tendering my resignation."

"The enforcement of a rigid system of discipline in the government of works of great magnitude is indispensable to success. 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."

"It is very important, that principal officers should be in full possession of all information necessary to enable them to judge correctly as to the industry and efficiency of subordinates of every grade."

"Each officer possesses all the power necessary to render his position efficient, and has the authority with the approval of the President and General Superintendent to appoint all persons for whose acts he is held responsible, and may dismiss any subordinate when, in his judgment, the interest of the company will be promoted thereby."

"# The adoption of a system, as a whole, which will not only enable the General Superintendent to detect errors immediately, but will also point out the delinquent."

"1. The several divisions and branches are in charge of superintendents, who are held responsible for the successful working of their respective divisions, and for the maintenance of proper discipline and conduct of all persons employed thereon, except such as are in the employment of other offices "acting under directions from the general superintendent's office, as herein after stated. They possess all the powers delegated by the organization to the general superintendent, except in matters pertaining to the duties of general ticket agent, general freight agent, general wood agent, telegraph "management, and engine and car repairs."

"When the time-table is so arranged as to call for speed nearly equal to the full capacity of the engine, it is very obvious that the risks of failure in making time, must be much greater than at reduced rates, and when they do occur, the efforts made to gain time must be correspondingly greater and uncertain. A train whose prescribed rate of speed is thirty miles per hour, having lost five minutes of time, and being required to gain it, in order to meet and pass an opposing train at a station ten miles distant, must necessarily increase its speed to forty miles an hour; and a train whose rate of speed is 40 miles per hour, under similar circumstances, must increase its speed to 60 miles per hour."

"# Such information, to be obtained through a system of daily reports and checks that will not embarrass principal officers, nor lessen their influence with their subordinates."

"# Sufficient power conferred to enable the same to be fully carried out, that such responsibilities may be real in their character."

"# The means of knowing whether such responsibilities are faithfully executed."

"# A proper division of responsibilities."

"A single track railroad may be rendered more safe and efficient, by a proper use of the telegraph, than a double track railroad without its aid,"

"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."

"In my opinion a system of operations, to be efficient and successful, should be such as to give to the principal and responsible head of the running department a complete daily history of details in all their minutiae. Without such supervision, the procurement of a satisfactory annual statement must be regarded as extremely problematical. The fact that dividends are earned without such control, does not disprove the position, as in many cases the extraordinarily remunerative nature of an enterprise may ensure satisfactory returns under the most loose and inefficient management. It may be proper here to remark, that in consequence of that want of adaptation before alluded to, we cannot avail ourselves to any great extent of the plan of organization of shorter lines in framing one for this, nor have we any precedent or experience upon which we can fully rely in doing so. Under these circumstances, it will scarcely be expected that we can at once adopt any plan of operations which will not require amendment and a reasonable time to prove its worth. A few general principles, however, may be regarded as settled and necessary in its formation, amongst which are:"

"# Great promptness in the report of all derelictions of duty, that evils may be at once corrected."

"The road must run save first and fast afterward."

"The magnitude of the business of this road, its numerous and important connections, and. the large number of employés engaged in operating it, have led many, whose opinions are entitled to respect, to the conclusion, that a proper regard to details, which enter so largely into the elements of success in the management of all railroads, cannot possibly be attained by any plan that contemplates its organization as a whole ; and in proof of this position, the experience of shorter roads is referred to, the business operations of which have been conducted much more economically. Theoretically, other things being equal, a long road should be operated for a less cost per mile than a short one. This position is so clearly evident and so generally admitted, that its truth may be assumed without offering any arguments in support of it ; and, notwithstanding the reverse, so far as practical results are considered, has generally been the case, we must look to other causes than the mere difference in length of roads for a solution of the difficulty."

"Collisions between fast and slow trains, moving in the same direction, are prevented by the application of the following rule: The conductor of a slow train will report himself to the Superintendent of Division immediately on arrival at a station where, by the time-table, he should be overtaken by a faster train; and he shall not leave that station until the fast train passes, without special orders from the Superintendent of Division."

"[H]is fundamental contributions to modern system theory... provided rigorous mathematical tools for engineering, econometrics, and statistics, and in particular for his invention of the "Kalman filter,"… was critical to achieving the Moon landings and creating the Global Positioning System and which has facilitated the use of computers in control and communications technology."

"Among Kalman's early work was the development of what is now called the Kalman filter for detection of signals in noise. This revolutionized the field of estimation, by providing a recursive approach to the filtering problem. Before the advent of the Kalman filter, most mathematical work was based on Norbert Wiener's ideas, but the 'Wiener filtering' had proved difficult to apply. Kalman's approach, based on the use of state space techniques and a recursive least-squares algorithm, opened up many new theoretical and practical possibilities. The impact of Kalman filtering on all areas of applied mathematics, engineering, and sciences has been tremendous. It is impossible to even begin to enumerate its practical applications. Just as examples of their diversity, one may mention the guidance of the Apollo spacecraft and of commercial airplanes, uses in seismic data processing, nuclear power plant instrumentation, and demographic models, as well as applications in econometrics."

"The creator of modern control and system theory, Kalman theory, which was established in the early 1960s, brought a fundamental reformation to control engineering and since then laid the foundation for the rapid progress of modern control theory."

"::(iii) Characterization of the general results in terms of some simple quantities, such as signal-to-noise ratio, information rate, bandwidth, etc"

":(2) The computational aspect. The classical (more accurately, old-fashioned) view is that a mathematical problem is solved if the solution is expressed by a formula. It is not a trivial matter, however, to substitute numbers in a formula. The current literature on the Wiener problem is full of semi-rigorously derived formulas which turn out to be unusable for practical computation when the order of the system becomes even moderately large..."

"::(ii) Conditions which guarantee a priori the existence, physical realizability, and stability of the optimal filter."

"One should clearly distinguish between two aspects of the estimation problem:"

":(1) The theoretical aspect. Here interest centers on:"

"::(1) The general form of the solution (see Fig. 1)."

"Let me say quite categorically that there is no such thing as a fuzzy concept... We do talk about fuzzy things but they are not scientific concepts. Some people in the past have discovered certain interesting things, formulated their findings in a non-fuzzy way, and therefore we have progressed in science."

"I would like to comment briefly on Professor Zadeh's presentation. His proposals could be severely, ferociously, even brutally criticized from a technical point of view. This would be out of place here. But a blunt question remains: Is professor Zadeh presenting important ideas or is he indulging in wishful thinking? No doubt Professor Zadeh's enthusiasm for fuzziness has been reinforced by the prevailing climate in the U.S.-one of unprecedented permissiveness. 'Fuzzification, is a kind of scientific permissiveness; it tends to result in socially appealing slogans unaccompanied by the discipline of hard scientific work and patient observation."

"I have been aware from the outset (end of January 1959, the birthdate of the second paper in the citation) that the deep analysis of something which is now called were of major importance. But even with this immodesty I did not quite anticipate all the reactions to this work. Up to now there have been some 1000 related publications, at least two Citation Classics, etc. There is something to be explained. To look for an explanation, let me suggest a historical analogy, at the risk of further immodesty. I am thinking of Newton, and specifically his most spectacular achievement, the law of Gravitation. Newton received very ample "recognition" (as it is called today) for this work. it astounded - really floored - all his contemporaries. But I am quite sure, having studied the matter and having added something to it, that nobody then (1700) really understood what Newton's contribution was. Indeed, it seemed an absolute miracle to his contemporaries that someone, an Englishman, actually a human being, in some magic and un-understandable way, could harness mathematics, an impractical and eternal something, and so use mathematics as to discover with it something fundamental about the universe."

"A of the Riccati type is derived for the covariance matrix of the optimal filtering error. The solution of this 'variance equation' completely specifies the optimal filter for either finite or infinite smoothing intervals and stationary or non-stationary statistics. The variance equation is closely related to the Hamiltonian (canonical) differential equations of the calculus of variations. Analytic solutions are available in some cases. The significance of the variance equation is illustrated by examples which duplicate, simplify, or extend earlier results in this field. The duality principle relating stochastic estimation and deterministic control problems plays an important role in the proof of theoretical results. In several examples, the estimation problem and its dual are discussed side-by-side. Properties of the variance equation are of great interest in the theory of s. Some aspects of this are considered briefly."

"At present, a nonspecialist might well regard the Wiener-Kolmogorov theory of filtering and prediction [1, 2] as "classical' — in short, a field where the techniques are well established and only minor improvements and generalizations can be expected. That this is not really so can be seen convincingly from recent results of Shinbrot [3], Stceg [4], Pugachev [5, 6], and Parzen [7]. Using a variety of methods, these investigators have solved some long-stauding problems in nonstationary filtering and prediction theory. We present here a unified account of our own independent researches during the past two years (which overlap with much of the work [3-71 just mentioned), as well as numerous new results. We, too, use time-domain methods, and obtain major improvements and generalizations of the conventional Wiener theory. In particular, our methods apply without modification to multivariate problems."

"The term “system” is unquestionably one of the most widely used terms not only in science, but in other areas of human endeavor as well. It is a highly overworked term, which enjoys different meanings under different circumstances and for different people. However, when separated from its specific connotations and uses, the term "system" is almost never explicitly defined."

"General systems theory is considered as a formal theory (Mesarovic, Wymore), a methodology (Ashby, Klir), a way of thinking (Bertalanffy, Churchman), a way of looking at the world (Weinberg), a search for an optimal simplification (Ashby, Weinberg), didactic method (Boulding, Klir, Weinberg), metalanguage (Logren), and profession (Klir)."

"# Systems science is that field of scientific inquiry whose objects of study are systems."

"What is systems science? This question, which I have been asked on countless occasions, can basically be answered either in terms of activities associated with systems science or in terms of the domain of its inquiry. The most natural answers to the question are, almost inevitably, the following definitions:"

"# Systems science is what systems scientists do when they claim they do science."