Management quotes

From Motley Bytes Wiki
Jump to: navigation, search

Contents

F_Terry_Baker

Code Library

“The most important of these is a development support library which encourages the visibility and manageability of the product, as well as reduces clerical effort on the part of the programmers. The library is typically maintained and operated by a programming librarian who serves to control the programming assets and to provide the necessary services for both programmers and management. As a result of its use, the entire project is maintained in a centralized, up-to-date, visible form which makes its status immediately apparent to code-competent software managers and makes it possible for programmers to answer their questions directly without relying on others.”
  • Source: Baker, F. T. (1975). Software Management Through Improved Programming Technology. ACM ’75: Proceedings of the 1975 Annual Conference, 286–287. https://doi.org/10.1145/800181.810346
Keywords: Programming_quotes Productivity_quotes Library_quotes Source_Code_quotes Important_quotes Development_quotes Support_quotes Encourage_quotes Visible_quotes Management_quotes Product_quotes Reduce_quotes Clerical_quotes Effort_quotes Part_quotes Programmer_quotes Typical_quotes Maintain_quotes Operate_quotes Librarian_quotes Serve_quotes Control_quotes Asset_quotes Provide_quotes Service_quotes Necessary_quotes Result_quotes Use_quotes Entire_quotes Project_quotes Centralize_quotes Up_to_date_quotes Form_quotes Make_quotes Status_quotes Immediate_quotes Apparent_quotes Code_quotes Competent_quotes Software_quotes Manager_quotes Possible_quotes Answer_quotes Question_quotes Direct_quotes Rely_quotes

Program Ownership

“A program or program system is a group product and should be produced in a way which allows and encourages maximum knowledge of it by each person involved. Furthermore, the management responsible for its development should be able to determine its status directly and not depend on the programmer's description of his progress on an 'invisible product'.”
  • Source: Baker, F. T. (1975). Software Management Through Improved Programming Technology. ACM ’75: Proceedings of the 1975 Annual Conference, 286–287. https://doi.org/10.1145/800181.810346
Keywords: Programming_quotes Library_quotes Source_Code_quotes Management_quotes Software_Management_quotes Program_quotes System_quotes Group_quotes Product_quotes Produce_quotes Allow_quotes Encourage_quotes Maximum_quotes Knowledge_quotes Person_quotes Involve_quotes Responsible_quotes Development_quotes Ability_quotes Determine_quotes Status_quotes Direct_quotes Depend_quotes Description_quotes Progress_quotes Invisible_quotes

Software Management Support

“While the components of the methodology are relatively easy to learn and apply, they are most successful when the management of the organization understands and encourages the process.”
  • Source: Baker, F. T. (1975). Software Management Through Improved Programming Technology. ACM ’75: Proceedings of the 1975 Annual Conference, 286–287. https://doi.org/10.1145/800181.810346
Keywords: Programming_quotes Software_Management_quotes Methodology_quotes Management_quotes Component_quotes Relative_quotes Easy_quotes Learning_quotes Apply_quotes Success_quotes Organization_quotes Understanding_quotes Encourage_quotes Process_quotes

Alexander d'Agapeyeff

Programmer Platoons

"In my experience programmers are rather difficult to shove around like platoons in the army."
Keywords: Programmer_quotes Management_quotes Software_Management_quotes Project_Management_quotes Platoon_quotes Conformity_quotes Experience_quotes Difficult_quotes Shove_quotes Army_quotes

Robert_N_Britcher

Lines of Code

“...programmers abhor the line of code. When managers speak of it, programmers quicken their step. Most of them know that the line of code is as central to the meaning of a program as the period is to the meaning of Tolstoy's Anna Karenina.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 50.
Keywords: Programmer_quotes Programming_quotes Code_quotes Management_quotes Meaning_quotes Line_quotes Central_quotes Program_quotes Period_quotes Tolstoy(topic)_quotes

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

Fred_Brooks

Brooks' Law

“Adding manpower to a late software project makes it later.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 2, page 25. Known as Brooks' Law.
Keywords: Project_quotes Project_Management_quotes Schedule_quotes Software_Engineering_quotes Software_Management_quotes Human_Resources_quotes Law_quotes Management_quotes Software_quotes Engineering_quotes Human_quotes Resource_quotes Make_quotes Late_quotes

Throw One Away

“Plan to throw one away; you will, anyhow.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 11, page 116.
Keywords: Project_quotes Project_Management_quotes Software_Engineering_quotes Software_Management_quotes Failure_quotes Management_quotes Software_quotes Engineering_quotes Plan_quotes Throw_quotes Away_quotes One_quotes

Specification Hard

“Even perfect program verification can only establish that a program meets its specification. The hardest part of the software task is arriving at a complete and consistent specification, and much of the essence of building a program is in fact the debugging of the specification.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 195.
Keywords: Specification_quotes Requirements_quotes Verification_quotes Debugging_quotes Project_quotes Project_Management_quotes Software_quotes Software_Management_quotes Perfect_quotes Program_quotes Establish_quotes Hard_quotes Difficult_quotes Task_quotes Management_quotes Arrive_quotes Complete_quotes Consistent_quotes Essence_quotes Build_quotes Fact_quotes Debug_quotes

Productivity Magnitude

“Study after study shows that the very best designers produce structures that are faster, smaller, simpler, cleaner, and produced with less effort. The differences between the great and the average approach an order of magnitude.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 202.
Keywords: Design_quotes People_quotes Software_quotes Productivity_quotes Quality_quotes Software_Quality_quotes Project_Management_quotes Excellence_quotes Study_quotes Designer_quotes Produce_quotes Structure_quotes Fast_quotes Simple_quotes Small_quotes Clean_quotes Effort_quotes Project_quotes Management_quotes Difference_quotes Great_quotes Average_quotes Order_quotes Magnitude_quotes

Great Designers

“A little retrospection shows that although many fine, useful software systems have been designed by committees and built by multipart projects, those software systems that have excited passionate fans are those that are the products of one or a few designing minds, great designers.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 202.
Keywords: Design_quotes People_quotes Software_quotes Quality_quotes Software_Quality_quotes Project_Management_quotes Excellence_quotes Software_Management_quotes Retrospection_quotes Fine_quotes Useful_quotes System_quotes Committee_quotes Build_quotes Multipart_quotes Excited_quotes Passionate_quotes Fan_quotes Product_quotes One_quotes Few_quotes Mind_quotes Great_quotes Designer_quotes Management_quotes

Grow Not Build Software

“Grow, not build software... The building metaphor has outlived its usefulness.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 200.
Keywords: Software_quotes Incremental_quotes Agile_quotes Project_Management_quotes Software_Management_quotes Metaphor_quotes Build_quotes Grow_quotes Outlive_quotes Useful_quotes Management_quotes

Child Bearing Task Law

“The bearing of a child takes nine months, no matter how many women are assigned. Many software tasks have this characteristic because of the sequential nature of debugging.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 2, page 17.
Keywords: Child_Bearing_quotes Human_Resources_quotes Programming_quotes Programmer_quotes Productivity_quotes Project_Management_quotes Software_quotes Debugging_quotes Sequential_quotes Law_quotes Bearing_quotes Child_quotes Month_quotes Women_quotes Assign_quotes Management_quotes Task_quotes Characteristic_quotes Nature_quotes

Warren_Buffett

Money Versus Business

“So as a practical matter we need management with the businesses that we buy and three times out of four thereabouts the manager is the owner and is receiving tens of millions maybe hundreds of millions of dollars so they don't have to work and we have to decide in that time when we meet them whether they love the business or love money... I'm not making a moral judgment about whether it's better to love the business or love money but it's very important for me to know which which of the two is the primary motivator with them... so all all we have to do is avoid anything that on our part that diminishes that love of the business or makes other conditions so intolerable that they overcome that love of the business. We have a number of people working for us that have no financial need to work at all and they probably outwork 95 percent or more of the people in the world and they do it because they just they love smacking the ball.”
Keywords: Practical_quotes Matter_quotes Management_quotes Business_quotes Owner_quotes Receive_quotes Money_quotes Work_quotes Decide_quotes Love_quotes Morality_quotes Judgment_quotes Knowledge_quotes Diminish_quotes Motivator_quotes Primary_quotes Avoid_quotes Condition_quotes Intolerable_quotes Overcome_quotes People_quotes Financial_quotes Need_quotes Outwork_quotes Do_quotes Smack_quotes Ball_quotes

Burke and Bailey

Recruiting Soft Skills

“Managers actually spend the vast majority of their recruitment time assessing a candidate’s soft skills.”
  • Source: An academic paper. Entitled Becoming an Adaptive Expert. Written by Quinn Burke; Cinamon Sunrise Bailey. Date published 2020. Published in: Communications of the ACM. Language: en. DOI: 10.1145/3366171.
Keywords: Manager_quotes Management_quotes Recruiting_quotes Skill_quotes

DeMarco and Lister

People Not Modular

"Most of us as managers are prone to one particular failing: a tendency to manage people as though they were modular components."
  • Source: Book:: Entitled: 'Peopleware: Productive Projects and Teams'. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Part: I (Managing the Human Resource).
Keywords: Manager_quotes Management_quotes People_quotes Failure_quotes Tendency_quotes Module_quotes Component_quotes Prone_quotes

Project Politics

"The cause of failure most frequently cited by our survey participants was 'politics.' But now observe that people tend to use this word rather sloppily. Included under 'politics' are such unrelated or loosely related things as communication problems, staffing problems, disenchantment with the boss or with the client, lack of motivation, and high turnover. People often use the word politics to describe any aspect of the work that is people-related, but the English language provides a much more precise term for these effects: They constitute the project’s sociology. The truly political problems are a tiny and pathological subset."
  • Source: Book:: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 1 (Somewhere Today, a Project Is Failing).
Keywords: Failure_quotes Survey_quotes Political_quotes Observation_quotes People_quotes Sloppy_quotes Imprecise_quotes Communication_quotes Staffing_quotes Human_Resources_quotes Management_quotes Boss_quotes Disenchantment_quotes Client_quotes Motivation_quotes Turnover_quotes Sociology_quotes Project_quotes Pathological_quotes Resource_quotes Cause_quotes Frequent_quotes Participant_quotes Aspect_quotes Work_quotes Language_quotes Precise_quotes Term_quotes Effect_quotes

People Related Problems

"Whatever you name these people-related problems, they’re more likely to cause you trouble on your next assignment than all the design, implementation, and methodology issues you’ll have to deal with. In fact, that idea is the underlying thesis of this whole book: The major problems of our work are not so much technological as sociological in nature."
  • Source: Book:: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 1 (Somewhere Today, a Project Is Failing).
Keywords: People_quotes Trouble_quotes Problem_quotes Assignment_quotes Design_quotes Implementation_quotes Methodology_quotes Thesis_quotes Work_quotes Technology_quotes Sociology_quotes Development_quotes Management_quotes Project_quotes Name_quotes Cause_quotes Nature_quotes

Seldom Manage That Way

"Most managers are willing to concede the idea that they’ve got more people worries than technical worries. But they seldom manage that way. They manage as though technology were their principal concern. They spend their time puzzling over the most convoluted and most interesting puzzles that their people will have to solve, almost as though they themselves were going to do the work rather than manage it. They are forever on the lookout for a technical whizbang that promises to automate away part of the work. The most strongly people-oriented aspects of their responsibility are often given the lowest priority."
  • Source: Book:: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 1 (Somewhere Today, a Project Is Failing).
Keywords: Manager_quotes People_quotes Worry_quotes Technology_quotes Seldom_quotes Principal_quotes Concern_quotes Time_quotes Puzzle_quotes Convoluted_quotes Solution_quotes Delegation_quotes Trust_quotes Work_quotes Management_quotes Whizbang_quotes Automation_quotes Development_quotes Project_quotes Responsibility_quotes Priority_quotes Concede_quotes Idea_quotes Interesting_quotes Lookout_quotes Promise_quotes Aspect_quotes

Cheeseburgers

"Development is inherently different from production. But managers of development and allied efforts often allow their thinking to be shaped by a management philosophy derived entirely from a production environment.
Imagine for the moment that you’re the manager of the local fast food franchise. It makes perfect sense for you to take any or all of the following efficient production measures:
- Squeeze out error. Make the machine (the human machine) run as smoothly as possible.
- Take a hard line about people goofing off on the job.
- Treat workers as interchangeable pieces of the machine.
- Optimize the steady state. (Don’t even think about how the operation got up to speed, or what it would take to close it down.)
- Standardize procedure. Do everything by the book.
- Eliminate experimentation—that’s what the folks at headquarters are paid for.
These would be reasonable approaches if you were in the fast food business (or any production environment), but you’re not. The 'make a cheeseburger, sell a cheeseburger' mentality can be fatal in your development area. It can only serve to damp your people’s spirits and focus their attention away from the real problems at hand. This style of management will be directly at odds with the work.
To manage thinking workers effectively, you need to take measures nearly opposite those listed above."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Cheeseburger_quotes Differences_quotes Production_quotes Development_quotes Manager_quotes Management_quotes Thinking_quotes Philosophy_quotes Environment_quotes Fast_Food_quotes Efficiency_quotes Error_quotes Machine_quotes Humanity_quotes Job_quotes Work_quotes Goofing_Off_quotes Worker_quotes Interchangeable_quotes Fungibility_quotes Status_Quo_quotes Optimization_quotes Change_quotes Steady_State_quotes Innovation_quotes Standards_quotes Book_quotes Experiment_quotes Headquarter_quotes Mentality_quotes Fatal_quotes Damp_quotes Imagination_quotes Steady_quotes State_quotes Eliminate_quotes Reason_quotes Make_quotes Sell_quotes Problem_quotes Effective_quotes Opposite_quotes

Kicking Ass

"Management is a complex enough thing to defy simple definition, but that nuance was lost on one senior manager we encountered at a professional society meeting in London. He summed up his entire view of the subject with this statement: 'Management is kicking ass.' This equates to the view that managers provide all the thinking and the people underneath them just carry out their bidding. Again, that might be workable for cheeseburger production, but not for any effort for which people do the work with their heads rather than their hands. Everyone in such an environment has got to have the brain in gear. You may be able to kick people to make them active, but not to make them creative, inventive, and thoughtful. Even if kicking people in the backside did boost their short-term productivity, it might not be useful in the long run. There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss. The saddest thing about this management approach is that it’s almost always superfluous. You seldom need to take Draconian measures to keep your people working; most of them love their work. You may even have to take steps sometimes to make them work less, and thus get more meaningful work done."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Management_quotes Complexity_quotes Manager_quotes Nuance_quotes Kicking_quotes Thinking_quotes Worker_quotes Cheeseburger_quotes Production_quotes Environment_quotes Brain_quotes Activity_quotes Creativity_quotes Invention_quotes Productivity_quotes Short_Term_quotes Long_Run_quotes Discouragement_quotes Motivation_quotes Inadequate_quotes Superfluous_quotes Draconian_quotes Work_quotes Meaning_quotes

W_Edwards_Deming

Handicapped by the System

"The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management."
  • Source: W. Edwards Deming (1982) Out Of The Crisis. The MIT Press. (2e ed. 1986) p. 134.
Keywords: Suppose_quotes Prevalence_quotes World_quotes Problem_quotes Production_quotes Service_quotes Worker_quotes Do_quotes Job_quotes Way_quotes Teaching_quotes Dreaming_quotes Handicap_quotes System_quotes Belong_quotes Management_quotes

Statistical Methods

"Statistical methods had taken fire in America around 1942, following a series of ten-day intensive courses for engineers, initiated by Stanford University on a suggestion from this author. The war department also gave courses at factories of suppliers. Brilliant applications attracted much attention, but the flare of statistical methods by themselves, in an atmosphere in which management did not know their responsibilities, burned, sputtered, fizzled and died out."
  • Source: W. Edwards Deming. Quality, Productivity and Competitive Position (1982) p. 101.
Keywords: Statistics_quotes Methodology_quotes Fire_quotes America_quotes Intensity_quotes Course_quotes Education_quotes Training_quotes Engineering_quotes Factory_quotes Supply_quotes Brilliant_quotes Application_quotes Attention_quotes Flare_quotes Atmosphere_quotes Management_quotes Responsibility_quotes Burn_quotes Sputter_quotes Death_quotes Stanford_quotes War_quotes Fizzle_quotes

People Manager

"A manager of people needs to understand that all people are different. This is not ranking people."
  • Source: W. Edwards Deming. The New Economics for Industry, Government, Education (1993).
Keywords: Management_quotes Human_quotes Differences_quotes Understanding_quotes Rank_quotes Average_quotes People_quotes

Peter_Drucker

Management Decision Power

“In the modern corporation the decisive power, that of the managers, is derived from no one but the managers themselves controlled by nobody and nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.”
  • Source: Drucker, P. F. (1942). The Future of Industrial Man. Page 64. DOI: 10.4324/9781315132143.
Keywords: Modern_quotes Corporation_quotes Decision_quotes Power_quotes Derive_quotes Management_quotes Control_quotes Responsibility_quotes Literal_quotes Sense_quotes Unfounded_quotes Unjustified_quotes Uncontrolled_quotes Irresponsible_quotes

Systems Management

“Organizationally what is required - and evolving - is systems management.”
  • Source: Peter F. Drucker, Management: Tasks, Responsibilities, Practices, New York: Harper & Row, 1973. p. 761.
Keywords: Organization_quotes Requirements_quotes Evolution_quotes System_quotes Management_quotes

Learn to Lead People

"We will have to learn to lead people rather than to contain them."
  • Source: Peter F. Drucker, “Management: Tasks, Responsibilities, Practices”, New York: Harper & Row, 1973. p. 30.
Keywords: Learning_quotes Lead_quotes People_quotes Contain_quotes Management_quotes

Layoffs

“...what's absolutely unforgivable is the financial benefit top management people get for laying off people. There is no excuse for it. No justification. This is morally and socially unforgivable, and we will pay a heavy price for it.”
  • Source: A cantankerous interview with Peter Drucker, Wired (August 1996).
Keywords: Absolute_quotes Unforgivable_quotes Finance_quotes Benefit_quotes Top_quotes Management_quotes People_quotes Layoff_quotes Excuse_quotes Justification_quotes Morality_quotes Society_quotes Pay_quotes Heavy_quotes Price_quotes

Subordinate Job

“The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.”
  • Source: Peter Drucker, “Managing for the Future: The 1990's and Beyond” (1992). p. 138.
Keywords: Subordinate_quotes Job_quotes Reform_quotes Reeducate_quotes Education_quotes Boss_quotes Conformity_quotes Business_quotes School_quotes Management_quotes Book_quotes Like_quotes Enable_quotes Particular_quotes Performance_quotes Uniqueness_quotes Individual_quotes

Henry_Ford

Wages

“There is nothing to running a business by custom – to saying: 'I pay the going rate of wages.' The same man would not so easily say: 'I have nothing better or cheaper to sell than any one has.' No manufacturer in his right mind would contend that buying only the cheapest materials is the way to make certain of manufacturing the best article. Then why do we hear so much talk about the 'liquidation of labour' and the benefits that will flow to the country from cutting wages – which means only the cutting of buying power and the curtailing of the home market? What good is industry if it be so unskillfully managed as not to return a living to everyone concerned? No question is more important than that of wages – most of the people of the country live on wages. The scale of their living – the rate of their wages – determines the prosperity of the country.”
  • Source: Henry Ford. A book. Entitled My Life and Work. Written by Henry Ford in collaboration with Samuel Crowther. Published 1922, Garden City, NY: Doubleday. Chapter VIII.
Keywords: Business_quotes Pay_quotes Rate_quotes Wage_quotes Manufacture_quotes Sell_quotes Mind_quotes Buy_quotes Cheap_quotes Material_quotes Liquidation_quotes Labor_quotes Benefit_quotes Cut_quotes Power_quotes Market_quotes Industry_quotes People_quotes Prosperity_quotes Country_quotes Inequality_quotes Nothing_quotes Run_quotes Custom_quotes Say_quotes Man_quotes Easy_quotes Better_quotes Contend_quotes Best_quotes Article_quotes Hear_quotes Talk_quotes Curtail_quotes Home_quotes Management_quotes Living_quotes Question_quotes Important_quotes Scale_quotes Determine_quotes

Tony_Hoare

All Problems Technical

“Basically, all problems are technical. If you know what you want to do and you have the necessary technical background, there is no point in making a great management problem out of it. Obviously, a certain amount of resource control and personnel work has to go on but that’s all. On the other hand, you might have a task which is difficult in that you don’t know what you have to do, and that even if you did you wouldn’t know how to do it. Since this is a very difficult task you can start out with the hypothesis that it will take a great number of people. Following down this slippery slope of reasoning, as soon as you have a very large number of people you have a very large management problem. But it all originated out of the fact that you didn’t know what you were doing, or how to do it.”
  • Source: C.A.R.Hoare in Ercoli, P., Bauer, F. L., Aron, J. D., & Hoare, C. A. R. (1970). Software Engineering Techniques: Report on a Conference Sponsored by the NATO Science Committee, Rome, Italy, 27th to 31 October 1969. (J. N. Buxton & B. Randell, Eds.). Retrieved from http://homepages.cs.ncl.ac.uk/brian.randell/NATO/nato1969.PDF.
Keywords: Problem_quotes Technology_quotes Knowledge_quotes Management_quotes Resource_quotes Control_quotes Personnel_quotes Work_quotes Difficulty_quotes Hypothesis_quotes Effort_quotes Slippery_quotes Slope_quotes Reason_quotes Large_quotes Ignorance_quotes Want_quotes Necessary_quotes Background_quotes Task_quotes People_quotes Originate_quotes Fact_quotes

Grace_Hopper

Manage Things Lead People

“You manage things, you lead people. We went overboard on management and forgot about leadership. It might help if we ran the MBAs out of Washington.”
  • Source: Grace Hopper as quoted in "The Wit and Wisdom of Grace Hopper" by Philip Schieber in OCLC Newsletter, No. 167 (March/April 1987).
Keywords: People_quotes Management_quotes Leadership_quotes Law_quotes Overboard_quotes Forget_quotes Help_quotes MBA_quotes Washington_quotes

Kenneth_W_Kolence

Software Development Management

“Software product development requires (but is not itself sufficient) the design of rational and correctly integrated management and technical processes.”
Keywords: Software_quotes Product_quotes Development_quotes Design_quotes Rational_quotes Correctness_quotes Integration_quotes Management_quotes Technology_quotes Process_quotes Require_quotes

Ascher_Opler

Spot the Lemon Early

“In managing software projects the real problem is ‘spot the lemon and spot the lemon early’.”
Keywords: Management_quotes Software_quotes Project_quotes Problem_quotes Spot_quotes Notice_quotes Find_quotes Mindfulness_quotes Lemon_quotes Bug_quotes Defect_quotes Early_quotes

Willard_Van_Orman_Quine

Science as a Tool

“As an empiricist I continue to think of the conceptual scheme of science as a tool, ultimately, for predicting future experience in the light of past experience. Physical objects are conceptually imported into the situation as convenient intermediaries - not by definition in terms of experience, but simply as irreducible posits comparable, epistemologically, to the gods of Homer. For my part I do, qua lay physicist, believe in physical objects and not in Homer's gods; and I consider it a scientific error to believe otherwise. But in point of epistemological footing the physical objects and the gods differ only in degree and not in kind. Both sorts of entities enter our conception only as cultural posits. The myth of physical objects is epistemologically superior to most in that it has proved more efficacious than other myths as a device for working a manageable structure into the flux of experience.”
  • Source: From A Logical Point of View (1953), p. 44.
Keywords: Empirical_quotes Thinking_quotes Conceptual_quotes Scheme_quotes Science_quotes Tool_quotes Prediction_quotes Future_quotes Experience_quotes Light_quotes Past_quotes Physical_quotes Object_quotes Import_quotes Situation_quotes Convenience_quotes Intermediary_quotes Definition_quotes Term_quotes Irreducible_quotes Posit_quotes Compare_quotes Epistemology_quotes God_quotes Myth_quotes Part_quotes Physics_quotes Belief_quotes Error_quotes Point_quotes Degree_quotes Kind_quotes Entity_quotes Culture_quotes Superior_quotes Proof_quotes Effectiveness_quotes Device_quotes Management_quotes Structure_quotes Flux_quotes Homer(topic)_quotes Efficacious_quotes

Frederick_Winslow_Taylor

Average versus First Class Productivity

“That there is a difference between the average and the first class man is known to all employers, but that the first class man can do in most cases from two to four times as much is known to few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men.”
  • 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. 1346.
Keywords: Productivity_quotes Employment_quotes First_Class_quotes Average_quotes Mediocrity_quotes Scientific_Management_quotes Potential_quotes Difference_quotes Class_quotes Man_quotes Known_quotes Few_quotes Realize_quotes Science_quotes Management_quotes Possibility_quotes Men_quotes

Principal Object of Management

“The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Prosperity_quotes Management_quotes Science_quotes Principal_quotes Object_quotes Secure_quotes Maximum_quotes Employer_quotes Couple_quotes Employee_quotes

Maximum Prosperity

“It would seem to be so self-evident that maximum prosperity for the employer, coupled with maximum prosperity for the employee, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization of employers, as well as employees, is for war rather than for peace, and that perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Prosperity_quotes Management_quotes Conflict_quotes War_quotes Cooperation_quotes Maximum_quotes Optimal_quotes Science_quotes Self-evident_quotes Evident_quotes Employer_quotes Couple_quotes Employee_quotes Leading_quotes Object_quotes State_quotes Fact_quotes Unnecessary_quotes Question_quotes Industrial_quotes World_quotes Part_quotes Organization_quotes Peace_quotes Majority_quotes Side_quotes Believe_quotes Possible_quotes Arrange_quotes Mutual_quotes Relation_quotes Interest_quotes Identical_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

Great Men Needed

“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; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. p. 7: Introduction.
Keywords: Merit_quotes Worker_quotes Employment_quotes System_quotes First_Class_quotes Scientific_Management_quotes Future_quotes Management_quotes Past_quotes Man_quotes First_quotes Sense_quotes Great_quotes Men_quotes Need_quotes Contrary_quotes Object_quotes Science_quotes Good_quotes Develop_quotes Best_quotes Rise_quotes Top_quotes Certain_quotes Rapid_quotes

Gerald_Weinberg

Desire To Eliminate Programmers

“Over the years, executives have backed their desire to eliminate programmers with staggering funds.”
  • Source: Book Entitled: The Psychology of Computer Programming (Silver anniversary edition). Edition: Silver anniversary. Written By: Gerald Weinberg. Published originally: 1971. Republished: 2011.
Keywords: Management_quotes Programmer_quotes Programming_quotes Desire_quotes Elimination_quotes Cost_quotes Year_quotes Executive_quotes Backed_quotes Stagger_quotes

Programmers Are Human Beings

“If our experiences are any indication, each of them could be functioning more efficiently, with greater satisfaction, if he and his manager would only learn to look upon the programmer as a human being, rather than as another one of the machines.”
  • Source: Book Entitled: The Psychology of Computer Programming (Silver anniversary edition). Edition: Silver anniversary. Written By: Gerald Weinberg. Published originally: 1971. Republished: 2011.
Keywords: Experience_quotes Indication_quotes Functional_quotes Efficiency_quotes Satisfaction_quotes Management_quotes Programmer_quotes Humanity_quotes Machine_quotes Human_quotes Being_quotes

Small Teams More Efficient

“In any case, the basic rule for size and composition of programming teams would seem to be this — for the best programming at the least cost, give the best possible programmers you can find sufficient time so you need the smallest number of them. When you have to work faster, or with less experienced people, costs and uncertainties will rise. In any case, the worst way to do a programming project is to hire a horde of trainees and put them to work under pressure and without supervision — although this is the most common practice today.”
  • Source: Chapter 5. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: Rule_quotes Size_quotes Programming_quotes Programmer_quotes Team_quotes Cost_quotes Slack_quotes Time_quotes Fast_quotes Experience_quotes People_quotes Hiring_quotes Training_quotes Pressure_quotes Supervision_quotes Management_quotes Practice_quotes Common_quotes Basic_quotes Composition_quotes Quality_quotes Small_quotes Rise_quotes Uncertainty_quotes Worse_quotes Way_quotes Project_quotes Horde_quotes Trainee_quotes Work_quotes

True Consensus on Group Goals

“To achieve true consensus on group goals, there is no better method than having the group set the goals itself... To be sure, not every programming team can be permitted to set whatever goals it happens to fancy at any moment. A team is usually constituted to accomplish some task which has probably been set down before the team was even assembled. But programming tasks are not usually specified too precisely until much later than team formation, so that unless the upper management is very overbearing, much meaningful and interesting goal setting can be done by the team members in concert. The greatest danger is the manager who has come up through the programming ranks and wants to define every bit and byte before the team even sees the problem. Nothing is more sure to dampen the team enthusiasm and make them feel that they are 'mere coders... Of course, it is best if each team can have a single clearly defined goal, but the world is seldom so simple... When a team is not fully apprised of the emphasis to be placed on each factor, the members of that team may very well be working at cross purposes.”
  • Source: Chapter 5. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: True_quotes Achievement_quotes Consensus_quotes Group_quotes Goal_quotes Methodology_quotes Empowerment_quotes Programming_quotes Team_quotes Assignment_quotes Task_quotes Precision_quotes Later_quotes Before_quotes Management_quotes Overbearing_quotes Meaning_quotes Cooperation_quotes Danger_quotes Rank_quotes PreSpecification_quotes Requirements_quotes Problem_quotes Enthusiasm_quotes Coder_quotes Mere_Coders_quotes Clarity_quotes Singleness_quotes World_quotes Simplicity_quotes Complexity_quotes Emphasis_quotes Factor_quotes Work_quotes Cross_Purpose_quotes Assemble_quotes Interesting_quotes Concert_quotes Define_quotes Dampen_quotes Feel_quotes Member_quotes Cross_quotes Purpose_quotes

Shoshana_Zuboff

Frederick Taylor

“The man who emerged as the chief symbol of the rational approach to management was Frederick Taylor. Though much has been written on Taylor and the philosophy and methods of scientific management, it is worth highlighting a few central themes for three reasons. First, Taylorism explicitly treats the worker's body in its two dimensions -- as a source of effort and as a source of skill. Second, workers' responses to Taylorism reveal the ambivalence that this dual role of the body can create, as it did among the bleach plant operators or the nineteenth-century glassmakers. Third, the logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation in the twentieth-century workplace. As will be argued later, it is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 41. ISBN:0465032125.
Keywords: Scientific_Management_quotes Effort_quotes Skill_quotes Ambivalence_quotes Automation_quotes Information_Technology_quotes Information_quotes Technology_quotes Workplace_quotes Taylor(topic)_quotes Man_quotes Emerge_quotes Chief_quotes Symbol_quotes Rational_quotes Approach_quotes Management_quotes Philosophy_quotes Method_quotes Central_quotes Theme_quotes Reason_quotes Treat_quotes Worker_quotes Body_quotes Dimension_quotes Source_quotes Response_quotes Reveal_quotes Dual_quotes Role_quotes Create_quotes Bleach_quotes Plant_quotes Operator_quotes Glassmaker_quotes Logic_quotes Motivation_quotes Purveyor_quotes Adapter_quotes Dominate_quotes Course_quotes Fundamental_quotes Reevaluation_quotes Productive_quotes Activity_quotes

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

Know-How

“The agenda for scientific management was to increase productivity by streamlining and rationalizing factory operation from cost accounting and supervision to the dullest job on the shop floor. Efficiency was the mania, and to achieve efficiency, it would be necessary to penetrate the labor process and force it to yield up its secrets. In order that effort be rationalized, the worker's skills had to be made explicit. In many cases, workers' perceptions of their own interests prevented them from articulating their know-how, but there was yet another involuntary barrier. These skills did not easily yield themselves to explication; they were embedded in the ways of the body, in the knacks and know-how of the craftworker.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Knowledge_quotes Requirements_quotes Agenda_quotes Scientific_Management_quotes Productivity_quotes Reason_quotes Efficiency_quotes Drudgery_quotes Mania_quotes Achievement_quotes Labor_quotes Process_quotes Secret_quotes Rational_quotes Worker_quotes Skill_quotes Explicit_quotes Perception_quotes Interest_quotes Articulation_quotes Involuntary_quotes Barrier_quotes Embedded_quotes Body_quotes Subconscious_quotes Mind_quotes Craft_quotes Taylorism_quotes Science_quotes Management_quotes Increase_quotes Streamline_quotes Factory_quotes Operation_quotes Cost_quotes Accounting_quotes Supervision_quotes Dull_quotes Job_quotes Shop_quotes Floor_quotes Penetrate_quotes Force_quotes Yield_quotes Case_quotes Prevent_quotes Know-how_quotes Explication_quotes Knack_quotes Craftworker_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

Information and Automating

“To the extent that technology is used only to intensify the automaticity of work, it can reduce skill levels and dampen the urge toward more participatory and decentralized forms of management... However, this approach cannot exploit the unique power of an informating technology. In contrast, an approach to technology deployment that emphasizes its informating capacity uses technology to do far more than routinize, fragment, or eliminate jobs. It uses the new technology to increase the intellectual content of work at virtually every organizational level, as the ability to decipher explicit information and make decisions informed by that understanding becomes broadly distributed among organizational members.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 243. ISBN:0465032125.
Keywords: Informating_quotes Information_quotes Technology_quotes Automation_quotes Skill_quotes Deskilling_quotes Participation_quotes Decentralization_quotes Management_quotes Work_quotes Intensity_quotes Exploitation_quotes Elimination_quotes Employment_quotes Deployment_quotes Job_quotes Intellectualism_quotes Organization_quotes Decision_quotes Explicit_quotes Understanding_quotes Comprehension_quotes Distributed_quotes Empowerment_quotes Extent_quotes Intensify_quotes Reduce_quotes Dampen_quotes Urge_quotes Form_quotes Approach_quotes Exploit_quotes Unique_quotes Power_quotes Informate_quotes Emphasizes_quotes Capacity_quotes Far_quotes Routine_quotes Fragment_quotes Eliminate_quotes Increase_quotes Level_quotes Ability_quotes Decipher_quotes Broad_quotes Member_quotes

Automation and Labor

“Perhaps the most compelling reality that drives managers to a narrowly conceived emphasis on automation is the web of economic logic in which they must operate. Frequently, new expenditures for technology can be justified only as a capital substitution for labor. It is often assumed that whatever was provided by the human contributor can be transferred to the automatic functioning of the machine system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 248. ISBN:0465032125.
Keywords: Management_quotes Automation_quotes Labor_quotes Economics_quotes Logic_quotes Technology_quotes Expenditure_quotes Cost_quotes Justification_quotes Capital_quotes Skill_quotes Knowledge_quotes Compelling_quotes Reality_quotes Drive_quotes Narrow_quotes Conceive_quotes Emphasis_quotes Web_quotes Operate_quotes Frequent_quotes Substitution_quotes Human_quotes Contributor_quotes Transfer_quotes Function_quotes Machine_quotes System_quotes

Automation Fantasy

“Some managers experience a sense of relief at the prospect of being freed from this dependency. Their enthusiasm reveals an underlying but potent fantasy, one in which perfect control through total automaticity allows them to avoid the messiness and potential conflict of real human interaction.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 268. ISBN:0465032125.
Keywords: Management_quotes Relief_quotes Dependency_quotes Automation_quotes Fantasy_quotes Conflict_quotes Experience_quotes Sense_quotes Prospect_quotes Free_quotes Enthusiasm_quotes Reveal_quotes Underlying_quotes Potent_quotes Perfect_quotes Control_quotes Total_quotes Allow_quotes Avoid_quotes Messy_quotes Potential_quotes Real_quotes Human_quotes Interaction_quotes

Computers Over People

“When managers express a preference for computers over people, the effects find their way into every corner of the worker's mind.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 268. ISBN:0465032125.
Keywords: Management_quotes Preference_quotes People_quotes Computer_quotes Worker_quotes Mind_quotes Express_quotes Effect_quotes Find_quotes Way_quotes Corner_quotes

Computer Dependency

“As managers use computerization to escape their dependency on workers' unique skills, both managers and workers alike become more dependent upon the computer system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 269. ISBN:0465032125.
Keywords: Management_quotes Automation_quotes Computerization_quotes Dependency_quotes Worker_quotes Skill_quotes System_quotes Escape_quotes Unique_quotes Computer_quotes

Panopticon Coaching

“To be sure, some managers saw the enhanced certainty of their information about subordinates as an opportunity to accelerate learning and improve performance. They found that the data from the Overview System made it possible to survey a wide range of behavior for evidence of irregularities. To the extent that the sources of such irregularities could be discovered, the data could be used to 'coach' subordinates and to help them realign their behavior within acceptable standards... On the other hand, many of Cedar Bluff's managers were more interested in the possibility of obtaining foolproof data than in the opportunity of using such data for coaching. In the context of a conventional technology, managers had to rely on their subordinates for valid information. The quality of the data they received was likely to be a function of the quality of the reciprocal relationship they had established. In contrast, an informating technology could provide valid information under any conditions.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 324. ISBN:0465032125.
Keywords: Panopticon_quotes Management_quotes Certainty_quotes Information_quotes Subordinate_quotes Opportunity_quotes Learning_quotes Improvement_quotes Performance_quotes Data_quotes Surveillance_quotes Behavior_quotes Evidence_quotes Irregularity_quotes Discovery_quotes Coaching_quotes Alignment_quotes Acceptability_quotes Standards_quotes Possibility_quotes Foolproof_quotes Convention_quotes Technology_quotes Reliance_quotes Dependency_quotes Validity_quotes Quality_quotes Reciprocal_quotes Relationship_quotes Condition_quotes Reliability_quotes Enhance_quotes Accelerate_quotes Overview_quotes System_quotes Survey_quotes Wide_quotes Range_quotes Source_quotes Help_quotes Realign_quotes Acceptable_quotes Manager_quotes Interest_quotes Context_quotes Conventional_quotes Rely_quotes Valid_quotes Information_quotes Quality_quotes Receive_quotes Function_quotes Relationship_quotes Establish_quotes Contrast_quotes Informate_quotes

Automated Evaluation

“The system automatically computed efficiency ratings for each worker by comparing the amount of time it took to complete a job had been priced. Such calculations with the amount of time for which it could have been generated only by a computer system, since 'we could never have enough clerks to compute these kinds of ratios.' The ratings were considered management information and were not accessible to the craftworkers. Many foremen cautioned against taking the ratings at face value. The most experienced craftsperson frequently was loaded with the most difficult assignments. That individual might show the worst efficiency rating simply because his or her assignments were the most complex and required more than the assigned time.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 331. ISBN:0465032125.
Keywords: System_quotes Automation_quotes Evaluation_quotes Efficiency_quotes Rating_quotes Time_quotes Calculation_quotes Computer_quotes Management_quotes Information_quotes Accessibility_quotes Transparency_quotes Worker_quotes Craft_quotes Supervision_quotes Surveillance_quotes Experience_quotes Difficulty_quotes Assignment_quotes Individuality_quotes Complexity_quotes Requirements_quotes Computation_quotes Compare_quotes Amount_quotes Job_quotes Price_quotes Clerk_quotes Ratio_quotes Craftworker_quotes Foremen_quotes Face_quotes Value_quotes Frequent_quotes Load_quotes Worse_quotes

Technology Management

“Even where control or deskilling has been the intent of managerial choices with respect to new information technology, managers themselves are also captive to a wide range of impulses and pressures. Only rarely is there a grand design concocted by an elite group ruthlessly grinding its way toward the fulfillment of some special and secret plan. Instead, there is a concentration of forces and consequences, which in turn develop their own momentum. Sometimes these lines of force run in predictably straight paths. At other times, they twist and spiral, turn corners, and flow to their opposite. Activities that seem to represent choices are often inert reproductions of accepted practice.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 389. ISBN:0465032125.
Keywords: Control_quotes Deskilling_quotes Skill_quotes Management_quotes Choice_quotes Information_quotes Technology_quotes Impulse_quotes Pressure_quotes Design_quotes Elite_quotes Ruthlessness_quotes Secret_quotes Plan_quotes Concentration_quotes Force_quotes Consequence_quotes Momentum_quotes Prediction_quotes Activity_quotes Reproduction_quotes Practice_quotes Inert_quotes Intent_quotes Concoct_quotes Group_quotes Grind_quotes Special_quotes Straight_quotes Path_quotes Twist_quotes Spiral_quotes Corner_quotes Turn_quotes Flow_quotes Opposite_quotes Represent_quotes Accept_quotes

Management Circles Around Data

“As the intellective skill base becomes the organization's most precious resource, managerial roles must function to enhance its quality. Members can be thought of as being arrayed in concentric circles around a central core, which is the electronic data base.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 396. ISBN:0465032125.
Keywords: Intellectualism_quotes Skill_quotes Circle_quotes Organization_quotes Resource_quotes Management_quotes Quality_quotes Database_quotes Data_quotes Base_quotes Precious_quotes Role_quotes Function_quotes Enhance_quotes Member_quotes Concentric_quotes Central_quotes Core_quotes Electronic_quotes

Information Panopticon Isolation

“In the information panopticon, managers... frequently tried to simplify their managerial tasks by displacing face-to-face engagement with techniques of surveillance and control. As a consequence, they became isolated from the realities of their organizations as they were increasingly insulated by an electronic text that in turn was even more vulnerable to workers' antagonisms.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 400. ISBN:0465032125.
Keywords: Information_quotes Panopticon_quotes Management_quotes Simplification_quotes Engagement_quotes Technique_quotes Surveillance_quotes Control_quotes Consequence_quotes Isolation_quotes Reality_quotes Organization_quotes Insulation_quotes Text_quotes Vulnerability_quotes Worker_quotes Antagonism_quotes Frequent_quotes Try_quotes Displace_quotes Face_quotes Electronic_quotes Turn_quotes

Breed of American Worker

“There is a breed of American worker who cherishes the autonomy and sense of self-control afforded by his or her skills and protected by the union contract. When these workers contemplate the prospect of the socially integrated high-technology workplace, they feel despair. They anticipate a loss of their unique identities, of freedom and autonomy, and of well-defined rights and responsibilities. They fear that without the traditional sources of protection provided by their job descriptions and their contract, they will become prey to every capricious whim of their superiors. They understand that the managers' world requires the body as a political instrument for self-presentation and influence, but they know that these are talents they have not developed and toward which they feel more than a little distaste.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 404. ISBN:0465032125.
Keywords: America_quotes Worker_quotes Autonomy_quotes Self_quotes Control_quotes Skill_quotes Protection_quotes Union_quotes Society_quotes Integration_quotes Technology_quotes Workplace_quotes Despair_quotes Anticipation_quotes Loss_quotes Uniqueness_quotes Identity_quotes Freedom_quotes Rights_quotes Responsibility_quotes Fear_quotes Tradition_quotes Job_quotes Description_quotes Contract_quotes Prey_quotes Supervision_quotes Management_quotes World_quotes Requirements_quotes Body_quotes Political_quotes Instrument_quotes Preservation_quotes Influence_quotes Talent_quotes Development_quotes Disgust_quotes Breed_quotes Capricious_quotes Whim_quotes Superior_quotes Distaste_quotes

Informating Strategy

“There are several lessons to be learned here. First, the requirements of an informating strategy support existing work-improvement efforts, such as the high commitment approach to work force management, with its emphasis on self-managing teams, participation, and decentralization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 413. ISBN:0465032125.
Keywords: Informating_quotes Strategy_quotes Lesson_quotes Learning_quotes Requirements_quotes Work_quotes Improvement_quotes Effort_quotes Commitment_quotes Force_quotes Management_quotes Self_quotes Participation_quotes Decentralization_quotes Human_Resources_quotes Team_quotes

Life at the Data Interface

“Life at the data interface invites the worker into the abstract precincts of managerial work. It provides access to a broader view of the business as well as a deepened understanding of one's tasks and their role in the wider sphere of organizational functions. When work becomes synonymous with responsiveness to data, it engenders inquiry and dialogue, thus opening the way for workers to envision new possibilities and fresh alternatives to the reigning definitions of process, product, and organization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 301. ISBN:0465032125.
Keywords: Life_quotes Data_quotes Interface_quotes Work_quotes Organization_quotes Function_quotes Responsive_quotes Inquiry_quotes Dialogue_quotes Possibility_quotes Alternative_quotes Definition_quotes Process_quotes Product_quotes Invite_quotes Worker_quotes Abstract_quotes Precinct_quotes Management_quotes Provide_quotes Access_quotes Broad_quotes View_quotes Business_quotes Deep_quotes Understand_quotes Task_quotes Role_quotes Sphere_quotes Wide_quotes Synonymous_quotes Engender_quotes Open_quotes Way_quotes Envision_quotes Reign_quotes

Fundamental Scientific Management Reevaluation

“The logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation... It is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Logic_quotes Motivation_quotes Adapter_quotes Scientific_Management_quotes Domination_quotes Automation_quotes Fundamental_quotes Evaluation_quotes Information_Technology_quotes Adaptation_quotes Productivity_quotes Activity_quotes Early_quotes Purveyor_quotes Science_quotes Management_quotes Undergo_quotes Reevaluation_quotes Information_quotes Technology_quotes
Retrieved from "https://motleybytes.com/wiki/index.php?title=Management_quotes&oldid=31532"