Compensation quotes

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Robert_N_Britcher

Important Development Things

“The single, most important thing is that the individual programmer needs to be given total responsibility and control of the programming, including its function... eliminate project design and review as an exhaustive and rigorous process. Most of the design and review should occur as the program is written. ... Monitor progress on the project by talking to the individual programmers as [code] is being written. ... You must trust developers on the project to create a good product. ... Sometimes there are failures. ... The important thing is to fail quickly so you have time to find another approach. ... Developers must also feel free to say what they think to their supervisor. ... Managers should be the best programmers; ...There should be no overtime pay. ... Use profit-sharing and bonuses to get awesome products. ... Developers should each get their own office. ... Eliminate the dress code. Avoid meetings at all costs. ... Writing software is a lot like writing a book. Almost anyone can write garbage; very few can write a best-seller.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 155-156.
Keywords: Importance_quotes Programmer_quotes Responsibility_quotes Control_quotes Programming_quotes Function_quotes Design_quotes Review_quotes Rigorous_quotes Heavy_quotes Methodology_quotes Monitoring_quotes Progress_quotes Project_quotes Communication_quotes Trust_quotes Development_quotes Failure_quotes Quickness_quotes Thinking_quotes Expression_quotes Overtime_quotes Management_quotes Profit_Sharing_quotes Bonus_quotes Product_quotes Excellence_quotes Office_quotes Dress_Code_quotes Meeting_quotes Software_quotes Writing_quotes Garbage_quotes Best_Seller_quotes Compensation_quotes Eliminate_quotes Occur_quotes Coding_quotes Talk_quotes Code_quotes Developer_quotes Create_quotes Good_quotes Say_quotes Think_quotes Supervisor_quotes Manager_quotes Best_quotes Awesome_quotes Book_quotes

Albert_Speer

Mob Theme

“The mob determined the theme. To compensate for misery, insecurity, unemployment, and hopelessness, this anonymous assemblage wallowed for hours at a time in obsessions, savagery, license. This was no ardent nationalism.”
  • Source: From the book "Inside the Third Reich" by Albert Speer, published 1970 by Simon and Schuster, ISBN 978-0-684-82949-4. Chapter 2, page 20.
Keywords: Mob_quotes Determine_quotes Theme_quotes Compensation_quotes Misery_quotes Insecurity_quotes Security_quotes Unemployment_quotes Employment_quotes Hopeless_quotes Hope_quotes Anonymous_quotes Assemblage_quotes Wallow_quotes Hours_quotes Time_quotes Obsession_quotes Savage_quotes License_quotes Ardent_quotes Nationalism_quotes

Frederick_Winslow_Taylor

Systematic Soldiering

“The greater part of the systematic soldiering, however, is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done. So universal is soldiering for this purpose, or under any of the ordinary systems of compensating labor, who does not devote a considerable part of his time to studying just how slowly he can work and still convince his employer that he is going at a good pace.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1351.
Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Great_quotes Part_quotes Systematic_quotes Men_quotes Deliberate_quotes Keep_quotes Employer_quotes Fast_quotes Work_quotes Done_quotes Universal_quotes Purpose_quotes Ordinary_quotes System_quotes Compensation_quotes Devote_quotes Considerable_quotes Time_quotes Study_quotes Slow_quotes Convince_quotes Go_quotes Pace_quotes Good_quotes

Kindly Interest

“...in order to have any hope of obtaining the initiative of his workmen the manager must give some special incentive to his men beyond that which is given to the average of the trade. This incentive can be given in several different ways, as, for example, the hope of rapid promotion or advancement; higher wages, either in the form of generous piece-work prices or of a premium or bonus of some kind for good and rapid work; shorter hours of labor; better surroundings and working conditions than are ordinarily given, etc., and, above all, this special incentive should be accompanied by that personal consideration for, and friendly contact with, his workmen which comes only from a genuine and kindly interest in the welfare of those under him.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Interest_quotes Management_quotes Incentive_quotes Compensation_quotes Promotion_quotes Bonus_quotes Labor_quotes Environment_quotes Hours_quotes Friendliness_quotes Kindness_quotes Welfare_quotes Human_Resources_quotes Science_quotes Order_quotes Hope_quotes Obtain_quotes Initiative_quotes Workman_quotes Manager_quotes Special_quotes Men_quotes Beyond_quotes Give_quotes Average_quotes Trade_quotes Different_quotes Rapid_quotes Advancement_quotes Higher_quotes Wage_quotes Generous_quotes Piece_quotes Work_quotes Price_quotes Premium_quotes Good_quotes Short_quotes Better_quotes Surrounding_quotes Condition_quotes Ordinary_quotes Incentive_quotes Accompany_quotes Personal_quotes Consideration_quotes Friendly_quotes Contact_quotes Genuine_quotes Kind_quotes

Shoshana_Zuboff

Share the Fruits

“Taylor believed it was necessary to share the fruits of such productivity increases and saw the differential piece-rate system, a central tenet of scientific management, as a method of uniting workers and managers in a bond of common interest. But incentive wages are devilishly hard to administer, and all too often, managers attracted to differential wage schemes succumbed to shortcuts that promised fast gains. Managers would frequently change piece rates as workers learned to meet the standards. This led to the complaints of overwork with which unions relentlessly dogged proponents of Taylorism. Scientific management frequently meant not only that individual effort was simplified (either because of labor-saving equipment or new organizational methods that fragmented tasks into their simplest components), but also that the pace of effort was intensified, thus raising the level of fatigue and stress.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 45. ISBN:0465032125.
Keywords: Fruit_quotes Sharing_quotes Productivity_quotes Scientific_Management_quotes Worker_quotes Management_quotes Incentive_quotes Employment_quotes Compensation_quotes Cooperation_quotes Fast_quotes Short_Sighted_quotes Change_quotes Exploitation_quotes Union_quotes Taylorism_quotes Automation_quotes Simplification_quotes Organization_quotes Fatigue_quotes Stress_quotes Taylor(topic)_quotes Increase_quotes Unite_quotes Bond_quotes Common_quotes Interest_quotes Wage_quotes Devilish_quotes Hard_quotes Administer_quotes Attract_quotes Differential_quotes Scheme_quotes Succum_quotes Shortcut_quotes Promise_quotes Gain_quotes Frequent_quotes Piece_quotes Rate_quotes Learn_quotes Standard_quotes Complaint_quotes Overwork_quotes Relentless_quotes Dogged_quotes Proponent_quotes Individual_quotes Effort_quotes Equipment_quotes Method_quotes Fragment_quotes Task_quotes Component_quotes Pace_quotes Intense_quotes Raise_quotes Level_quotes

Divergence of Interests

“Taylor had believed that the transcendent logic of science, together with easier work and better, more fairly determined wages, could integrate the worker into the organization and inspire a zest for production. Instead, the forms of work organization that emerged with scientific management tended to amplify the divergence of interests between management and workers.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 45. ISBN:0465032125.
Keywords: Logic_quotes Science_quotes Taylorism_quotes Work_quotes Automation_quotes Fairness_quotes Compensation_quotes Worker_quotes Organization_quotes Zest_quotes Production_quotes Amplification_quotes Divergence_quotes Interest_quotes Management_quotes Taylor(topic)_quotes Believe_quotes Transcendent_quotes Wage_quotes Integrate_quotes Inspire_quotes Form_quotes Emerge_quotes

Time Study Expert

“The time-study expert became the new focus of workers' antagonisms. Informal production quotas persisted and, in many cases, took on an overtly anti-management spirit. The union contract became the most important means for institutionalizing workers' instincts for self-preservation, as rationalization routed out the ordinary graces with which the workday had been laced. Concern over wages and hours, work rules, and working conditions began to replace the craftworker's culturally embedded practices of effort regulation. Overall, the purification of effort meant a heightened standard of labor discipline, and as such it widened the gulf between those who gave of their bodies in the service of production and those who did not.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 46. ISBN:0465032125.
Keywords: Time_quotes Worker_quotes Production_quotes Quota_quotes Management_quotes Union_quotes Contract_quotes Importance_quotes Instinct_quotes Self-Preservation_quotes Reason_quotes Rational_quotes Compensation_quotes Hours_quotes Environment_quotes Condition_quotes Craft_quotes Culture_quotes Regulation_quotes Purification_quotes Effort_quotes Labor_quotes Discipline_quotes Body_quotes Taylorism_quotes Study_quotes Expert_quotes Focus_quotes Antagonism_quotes Informal_quotes Persist_quotes Anti-management_quotes Spirit_quotes Institutionalize_quotes Grace_quotes Workday_quotes Lace_quotes Wage_quotes Rule_quotes Embed_quotes Practice_quotes Height_quotes Standard_quotes Wide_quotes Gulf_quotes Service_quotes

Learning Environment

“The demands of a learning environment can reduce the psychological distance between the self and the organization because active engagement in the social processes associated with interpretation requires more extensive participation of the human personality. In a traditional approach to work organization, employees could be treated as objectively measurable bodies, and in return, they could give of their labor without giving of their selves. The human being as wage earner and the human being as subjective actor could remain separate.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 401. ISBN:0465032125.
Keywords: Demand_quotes Learning_quotes Environment_quotes Psychology_quotes Self_quotes Organization_quotes Activity_quotes Engagement_quotes Society_quotes Process_quotes Interpretation_quotes Requirements_quotes Participation_quotes Humanity_quotes Personality_quotes Tradition_quotes Work_quotes Employee_quotes Treatment_quotes Object_quotes Measurement_quotes Labor_quotes Body_quotes Compensation_quotes Wage_quotes Subject_quotes Actor_quotes Separation_quotes Reduce_quotes Distance_quotes Associate_quotes Approach_quotes

Pay and Promotion

“As operators' skills improved, so did their dissatisfaction with the pay and promotion system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 412. ISBN:0465032125.
Keywords: Operator_quotes Skill_quotes Satisfaction_quotes Pay_quotes Promotion_quotes Compensation_quotes System_quotes Improve_quotes Dissatisfaction_quotes
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