We have overwhelming evidence that available information plus analysis does not lead to knowledge . The management science team can properly analyse a situation and present recommendations to the manager, but no change occurs. The situation is so familiar to those of us who try to practice management science that I hardly need to describe the cases.
"Managerial acceptance of scientific recommendations" (1964). In: California Management Review Vol 7, p.33. cited in: Peter P. Schoderbek (1971) Management systems. p.199
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.
Dodge v. Ford still stands for the legal principal that managers and directors have a legal duty to put the shareholders' interests above all others and no legal authority to serve any other interests - what has come to be known as "the best interests of the corporation" principal.
The strategies that managers employ are at least as important as the facilities at their disposal.
Concentration of ownership in the media is high and increasing. Furthermore, those who occupy managerial positions in the media, or gain status within them as commentators, belong to the same privileged elites, and might be expected to share the perceptions, aspirations and attitudes of their associates, reflecting their own class interests as well...
Only the general manager can mold the resources, processes, and values that affect innovation , into a coherent capability to develop and launch superior new products and services repeatedly.
Because of his compassion Owen was always in trouble with his partners. They would have much preferred a tough, down-to-earth manager who would get a days work out of the little bastards.
The greatest problem before engineers and managers today is the economical utilization of labor . The limiting of output by the workman, and the limiting by the employer of the amount a workman is allowed to earn, are both factors which militate against that harmonious co-operation of employer and employee which is essential to their highest common good.
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.
If a manager asks an academic consultant what to do and that consultant answers, then the consultant should be fired. No academic has the experience to know the context of a managerial problem well enough to give specific advice about a specific situation.
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.
To manage, learn your management skills from the greatest managers and those who were perfectionist by reading their failures.
It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation.
The world doesn't need a manager, or a boss, or a policeman. These aren't the heroes of today. The heroes of today are those who are doing what they want to be doing, having a good time, and introducing the one thing that every man, woman and child hungers for on a daily basis: happiness.
As for the employees, the payment in stock options revives, somewhat ironically, the old anarchist ideology of self-management of the company, as they are co-owners, co-producers, and co-managers of the firm.
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.
Everybody has his own theatre, in which he is manager, actor, prompter, playwright, sceneshifter, boxkeeper, doorkeeper, all in one, and audience into the bargain.
We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information.