Management

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

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

"[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."

"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."

"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."

"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."

"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..."

"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."

"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."

"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."

"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.""

"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."

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

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

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

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

"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"

"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."

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

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

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

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

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

"Confusing testosterone with strategy is a bad idea."

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

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

"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."

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

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

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

"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."

"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.”"

"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."

"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."

"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."