Kenneth R. Andrews

"The Functions of the Executive remains today, as it has been since its publication, the most thought-provoking book on organization and management ever written by a practicing executive."

"My career as a teacher, researcher, and consultant has been focused on the education of practicing executives to direct their attention to the need for defining the purposes of their own lives and those of their organizations, and to the fact that such purposes should be worth pursuing in terms of profit outcomes and social responsibility."

"[Practicing executives] unevenly qualified by education and experience but uniformly burdened by the same kind of responsibility, is made elite not by inheritance or schooling; but by its assigned duties. Its members have responsibility for leading the organizations that develop material wealth in our society and thereby make possible all the other kinds of wealth that constitute our civilization and make life worthwhile."

"[It was Andrew's intention to supply a] conceptual framework for thinking about the problems that confront the general manager, breaking his problems down into more manageable units, and proposing a sequence in which they might be reasonably ranked and considered."

"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."

"It is important only to remember that the 'choice of goals and the formulation of policy cannot in any case be separate decisions."

"The personality of firms like Polaroid, Xerox, Control Data, IBM, ITT, LTV and General Motors clearly reflects aspects of company and management intent that are manifested only partially in such activities as research expenditures, choice of product line and recruitment and development of organization members."

"The determination of strategy also requires consideration of what alternative is preferred by the chief executive and perhaps by his immediate associates as well, quite apart from economic considerations. Personal values, aspirations, and ideals do, and in our judgement quite properly should, influence the final choice of purposes. Thus, what the executives of the company want to do must be brought into the strategic decision."

"There is no way to divorce the decision determining the most sensible economic strategy from the personal values of those who make the choice."

"We must acknowledge at this point that there is no way to divorce the decision determining the most sensible economic strategy for a company from the personal values of those who make the choice."

"We now move to what they ought to do — from the viewpoint of various leaders and segments of society and their own standards of right and wrong. Ethics, like preference, may be considered a product of values."