Thomas Davenport proposes a revolutionary new way to look at information management, one that takes into account the total information environment within an organization. Arguing that the information that comes from computer systems may be considerably less valuable to managers than information that flows in from a variety of other sources, the author describes an approach that encompasses the company's entire information environment, the management of which he calls information ecology.
The typical entrepreneur is no longer the bold and tireless man of Marshall, or the sly and rapacious Moneybags of Marx, but a mass of inert shareholders, indistinguishable from rentiers, who employ salaried Managers to run their concerns.Edwin Arlington Robinson
Management Science [Journal] also strives to stimulate research in emerging domains created by economic globalization, public policy shifts, technological improvements, and trends in management practice. Its audience includes academics at business and engineering schools and Managers open to the application of quantitative methods in business.
Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business Managers . Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as 'community.
[Mistake 2:] Managers need all the information they want. Most MIS designers "determine" what information is needed by asking Managers what information they would like to have. This is based on the assumption that Managers know what information they need and want.
Managers who don't know how to measure what they want settle for wanting what they can measure. For example, those who want a high quality of work life but don't know how to measure it, often settle for wanting a high standard of living because they can measure it.
In business the 80/20 principle is behind any innovation, any extra value. It is an entrepreneurial principle, a formula for value creation utilized not only by entrepreneurs, but by most Managers and organizations.richard koch
We tell our young Managers: 'Don't be afraid to make a mistake. But make sure you don't make the same mistake twice'.akio morita
But the net effect of increasing scale, centralization of capital , vertical integration and diversification within the corporate form of enterprise has been to replace the 'invisible hand' of the market by the 'visible hand' of the Managers .david harvey
Instead of deciding once in three or six years which member of the ruling class was to misrepresent the people in Parliament, universal suffrage was to serve the people, constituted in Communes, as individual suffrage serves every other employer in the search for the workmen and Managers in his business.karl marx
Unless the information overload to which Managers are subjected is reduced, any additional information made available by an MIS cannot be expected to be used effectively.
Most Managers have some conception of at least some of the types of decisions they must make. Their conceptions, however, are likely to be deficient in a very critical way, a way that follows from an important principle of scientific economy: The less we understand a phenomenon, the more variables we require to explain it.
The lower the rank of Managers , the more they know about fewer things. The higher the rank of Managers, the less they know about many things.
I deeply believe that this society has now thrust upon it a kind of moral imperative to focus efforts on the utilization of general systems concepts and conceptualizations by policy-forming executives, administrators, and Managers in all kinds of large-scale organizations.
Berle and Means ’ book remains the point of departure and the central reference for reflection about corporate governance. It has given rise to differing, even contradictory interpretations, which explains how it could be used in support of opposing theories, notably on the question of the relationship between shareholders and Managers. Thus, it has been used to argue in favor of the shareholder conception that is now dominant, even though it contains, as we shall see, a conception of the corporation that is radically different to the contractualist view that underpins the current doctrine of shareholder primacy.
Most Managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload.
The lower the rank of Managers, the more they know about fewer things. The higher the rank of Managers, the less they know about many things.
We certainly have at present the dismal situation that the most imaginative men are directed by a group, the top Managers, who are among the least.
I think Managers have realized that most software people are slightly brain damaged, that they're off on their own planets.
To manage, learn your management skills from the greatest Managers and those who were perfectionist by reading their failures.
Big businesses are often run by Managers or bureaucrats, not entrepreneurs . So they morph into the Civil Service.
In practice, the organization chart is a poor way to describe the happenings in an organization and almost worthless as a way in which to prescribe the actions of Managers at the various hierarchical levels. One of the weaknesses is that the organization chart is purely hierarchical; it may defer to conventional management techniques such as matrix management or 'group working' but its only proper point of reference is that of organizational hierarchy. For a complex and changing organization form... the main purpose of the traditional organization chart seems to be to decide who to blame when something goes wrong.