Price quotes
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Peter_Drucker
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).
Yuval_Noah_Harari
Origins of Order
“Being truthful about the origins of our social order makes it easier to make changes in it... But such truthfulness comes at a price. Acknowledging the human origins of the social order makes it harder to persuade everyone to agree on it.”
- Source: Yuval Noah Harari writing in his book ‘Nexus: A Brief History of Information Networks from the Stone Age to AI’. Published in 2024 by Random House. Kindle edition. Chapter 2 page 36. ISBN 978-0593734247.
David_E_Nye
Farm Production Too Much
“The fundamental problem was that farmers produced too much, driving down prices. New technologies, such as tractors, trucks, harvesting equipment, and electrical machinery, made it possible for each farmer to raise more.”
- Source: A book. Written by David E. Nye. Entitled 'Narratives and Spaces'. Published in 1997 by Univerity of Exeter Press, Exeter, UK. Hardback ISBN 0-85989-555-6. Paperback ISBN 0-85989-556-4. Chapter 3, page 45.
Herbert_Simon
Markets and Coordination
“Markets aim to coordinate the decisions and behavior of multitudes of economic actors to guarantee that the quantity of brussels sprouts shipped to market bears some reasonable relation to the quantity that consumers will buy and eat, and that the price at which brussels sprouts can be sold bears a reasonable relation to the cost of producing them. Any society that is not a subsistence economy, but has substantial specialization and division of labor, needs mechanisms to perform this coordinative function. Markets are only one, however, among the spectrum of mechanisms of coordination on which any society relies. [central planning, bargaining and negotiation, business, government, education, balloting procedures]”
- Source: Simon, H. A. (1996). The Sciences of the Artificial (Third Edition). Computers & Mathematics with Applications (3rd ed., Vol. 33). Cambridge, MA: MIT Press. ISBN: 9780585360102. Retrieved 2018-08-23 from https://monoskop.org/images/9/9c/Simon_Herbert_A_The_Sciences_of_the_Artificial_3rd_ed.pdf. Chapter 2, page 30.
- Keywords: Market_quotes Aim_quotes Coordination_quotes Decision_quotes Behavior_quotes Multitude_quotes Economics_quotes Actor_quotes Guarantee_quotes Quantity_quotes Brussels_Sprount_quotes Market_quotes Reason_quotes Relational_quotes Consumer_quotes Buy_quotes Eat_quotes Price_quotes Sell_quotes Cost_quotes Production_quotes Society_quotes Subsistence_quotes Economy_quotes Substance_quotes Specialization_quotes Division_quotes Labor_quotes Mechanism_quotes Performance_quotes Function_quotes Spectrum_quotes Reliance_quotes Centralization_quotes Plan_quotes Bargin_quotes Negotiation_quotes Business_quotes Government_quotes Education_quotes Ballot_quotes Procedure_quotes
Adam_Smith
Price Contrivance
“People of the same trade seldom meet together, even for merriment and diversion, but the conversation ends in a conspiracy against the public, or in some contrivance to raise prices.”
- Source: Adam Smith (1776) An Inquiry into the Nature and Causes of the Wealth of Nations. London, England: W. Strahan and T. Cadell. Book I chapter X.
Frederick_Winslow_Taylor
Workman Soldiering
“After a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely to entirely lose sight of his employer's side of the case and to become imbued with a grim determination to have no more cuts if soldiering can prevent it.”
- 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. 1352.
- Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Optimization_quotes Exploitation_quotes Workman_quotes Price_quotes Piece_quotes Work_quotes Lower_quotes Result_quotes Hard_quotes Increase_quotes Output_quotes Likely_quotes Entire_quotes Lose_quotes Sight_quotes Employer_quotes Side_quotes Case_quotes Become_quotes Imbued_quotes Grim_quotes Determination_quotes Cut_quotes Prevent_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
Patrick_Vlaskovits
Faster Horse
“However, even if Ford didn’t verbalize his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products — history indicates that Henry Ford most certainly did think along those lines... Henry Ford froze the design of the Model T... Ford had no compelling reason to innovate in any other sphere other than cost and price reduction... But everything changed with the onset of the innovations introduced by General Motors in the 1920s, which took the direct opposite of Henry Ford’s tack of “Any color … so long as it is black” and is best summed up by Alfred Sloan’s consumer-research driven “A Car for Every Purse and Purpose”... In 1921, the Ford Motor Company sold about 2/3 of all the cars built in the U.S. By 1926, this share had fallen to approximately 1/3. And in 1927, when Ford belatedly responded (at tremendous financial cost and internal strife) to changes in the market’s tastes and competitive innovation by shutting down production temporarily to re-tool his factories and bring the Model A to the market, that percentage fell to about 15%... Yes, some customers in certain types of businesses are quite capable of verbalizing precisely what sort of innovative product one could build and sell them. And of course, customers in other types of businesses are wholly incapable of verbalizing, with any sort of fidelity whatsoever, what they need and why they need it. An innovator should have understanding of one’s customers and their problems via empirical, observational, anecdotal methods or even intuition. They should also feel free to ignore customers’ inputs. Because by now it should be clear that Ford’s adherence to his vision of the mass-market car and how to materialize that vision was instrumental in both his early success in growing Ford Motor Company as well as his later failure to respond in a timely and effective manner to rapid innovation in the marketplace.”'
- Source: Patrick Vlaskovits in the article “Henry Ford, Innovation, and That Faster Horse Quote”, published by Harvard Business Review, 2011-08-29. Online at https://hbr.org/2011/08/henry-ford-never-said-the-fast retrieved 2024-05-28.
- See Also:
- Keywords: Ford(topic)_quotes Sloan(topic)_quotes Verbalize_quotes Thinking_quotes Customer_quotes Requirements_quotes Ostensible_quotes Inability_quotes Communication_quotes Unmet_quotes Need_quotes Innovation_quotes Product_quotes History_quotes Freeze_quotes Design_quotes Model_T_quotes Automobile_quotes Compel_quotes Sphere_quotes Cost_quotes Price_quotes Reduction_quotes Change_quotes General_Motors_quotes Consumer_quotes Research_quotes Opposite_quotes Color_quotes Black_quotes Car_quotes Purse_quotes Ford_Motor_quotes Build_quotes United_States_quotes Share_quotes Market_quotes Belated_quotes Respond_quotes Tremendous_quotes Financial_quotes Internal_quotes Strife_quotes Taste_quotes Competition_quotes Shut_quotes Production_quotes Tool_quotes Factory_quotes Model_A_quotes Percentage_quotes Type_quotes Business_quotes Capable_quotes Precise_quotes Sort_quotes Sell_quotes Incapable_quotes Fidelity_quotes What_quotes Why_quotes Understand_quotes Problem_quotes Empirical_quotes Observation_quotes Anecdotal_quotes Method_quotes Intuition_quotes Feel_quotes Free_quotes Ignore_quotes Input_quotes Clear_quotes Adherence_quotes Vision_quotes Mass_quotes Innovator_quotes Materialize_quotes Instrumental_quotes Success_quotes Early_quotes Grow_quotes Later_quotes Failure_quotes Timely_quotes Effective_quotes Manner_quotes Rapid_quotes Marketplace_quotes Horse_quotes Faster_quotes
Shoshana_Zuboff
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
