Management in all business and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.



Quotes are arranged chronologically

Ancient historyEdit

  • The rulers of the Gentiles lord it over them, and their great ones are tyrants over them. It will not be so among you; but whoever wishes to be great among you must be your servant, and whoever wishes to be first among you must be your slave; just as the Son of Man came not to be served but to serve.
    • Jesus as reported by Matthew 20:25-27
  • Management of many is the same as management of few. It is a matter of organization.
    • Sun Tzu (c. 6th century BC) The Art of War
  • In the home of the religious man, ... those who command serve those whom they appear to rule—because, of course, they do not command out of lust to domineer, but out of a sense of duty—not out of pride like princes but out of solicitude like parents.

Modern historyEdit

  • OECONOMY, a certain Order in the Management of a Family and domestick Affairs: Hence the Word Oeconomist, for a good Manager. But Oeconomy may be taken in a more extensive Sense, for a just, prudent, and regular Conduct in all the Parts of Life, and relative Capacities. But as for the Word Oeconomicus (Oeconomist) it was formerly used for the Executor of a Last Will and Testament, and the Person that had the Oeconomy and fiduciary Disposal of the Deceased's Goods.
    • Noel Chomel, ‎Richard Bradley (1725) Dictionaire oeconomique: or, The family dictionary. p. OCT-OES; Cited in : Karen Harvey (2012) The Little Republic. p. 38
  • In the long-run the workman may be as necessary to his master as his master is to him, but the necessity is not so immediate.
  • We rarely hear, it has been said, of the combinations of masters, though frequently of those of the workman. But whoever imagines, upon this account, that masters rarely combine, is as ignorant of the world as of the subjec.

19th centuryEdit

  • A superintendent of a road fifty miles in length can give its business his professional attention and may be constantly on the line engaged in the direction of its details; each person is personally known to him, and all questions in relation to its business are at once presented and acted upon; and any system however imperfect may under such circumstances prove comparatively successful.
    In the government of a five hundred miles in length a very different state exists. Any system which might be applicable to the business and extent of a short road would be found entirely inadequate to the wants of a long one. and I am fully convinced that in the want of system perfect in its details, properly adapted and vigilantly enforced, lies the true secret of their [the large roads’] failure; and that this disparity of cost per mile in operating long and short roads, is not produced by a difference in length, but is in proportion to the perfection of the system adopted.

20th century, first halfEdit

  • The administrative function has many duties. It has to foresee and make preparations to meet the financial, commercial, and technical conditions under which the concern must be started and run. It deals with the organization, selection, and management of the staff. It is the means by which the various parts of the undertaking communicate with the outside world, etc. Although this list is incomplete, it gives us an idea of the importance of the administrative function. The sole fact that it is in charge of the staff makes it in most cases the predominant function, for we all know that, even if a firm has perfect machinery and manufacturing processes, it is doomed to failure if it is run by an inefficient staff.
    • Henri Fayol, (1900) Henri Fayol addressed his colleagues in the mineral industry 23 June 1900
In the past the man has been first; in the future the system must be first.
- Frederick Winslow Taylor (1911)
  • Much is said about scientific management of work. It is a narrow view which restricts the science which secures efficiency of operation to movements of the muscles. The chief opportunity for science is the discovery of the relations of a man to his work — including his relations to others who take part — which will enlist his intelligent interest in what he is doing. Efficiency in production often demands division of labor. But it is reduced to mechanical routine unless workers see the technical, intellectual, and social relationships involved in what they do, and engage in their work because of the motivation furnished by such perceptions. The tendency to reduce such things as efficiency of activity and scientific management to purely technical externals is evidence of the one-sided stimulation of thought given to those in control of industry — those who supply its aims. Because of their lack of all-round and well-balanced social interest, there is not sufficient stimulus for attention to the human factors and relationships in industry. Intelligence is narrowed to the factors concerned with technical production and marketing of goods. No doubt, a very acute and intense intelligence in these narrow lines can be developed, but the failure to take into account the significant social factors means none the less an absence of mind, and a corresponding distortion of emotional life.
    • John Dewey (1916) Democracy and Education, section seven: Implications of Human Association
  • To manage is to forecast and plan, to organize, co-ordinate and to control.
    • Henri Fayol (1916) cited in: Gerald A. Cole (2003) Management theory and practice. p. 6

20th century, second halfEdit


  • Fourteen basic and well-known managing processes make up the components from which a management system for any business can be fashioned.
    1. Setting objectives: ...
    2. Planning strategy: ...
    3. Establishing goals: ...
    4. Developing a company philosophy: ...
    5. Establishing policies: ...
    6. Planning the organization structure: ...
    7. Providing personnel: ...
    8. Establishing procedures: ...
    9. Providing facilities: ...
    10. Providing capital: ...
    11. Setting standards: ...
    12. Establishing management programs and operational plans: ...
    13. Providing control information: ...
    14. Activating people: …
  • While the agricultural estate might foreshadow some of the methods used later in the factories, the industrial 'domestic system ' was often a more immediate ancestor.
    • Sidney Pollard (1968) The genesis of modern management: : a study of the Industrial Revolution in Great Britain. p. 42; Partly cited in: Le Texier, Thibault. "The first systematized uses of the term “management” in the eighteenth and nineteenth centuries." Journal of Management History 19.2 (2013): 189-224.


  • Management is a far more homely business than its would be scientists suggest, more closely allied to cookery than any other human activity. Like cooking, it rests on a degree of organisation and on adequate resources. But just as no two chefs run their kitchens the same way, so no two managements are the same.
  • Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.
    • Daniel A. Wren and Arthur G. Bedeian. The evolution of management thought, 1972, p. 11-12
  • Without institution there is no management. But without management there is no institution.
    • Peter Drucker (1973) MANAGEMENT: Tasks, Responsibilities, Practices p. 6


  • Poor management can increase software costs more rapidly than any other factor. Particularly on large projects, each of the following mismanagement actions has often been responsible for doubling software development costs.
    • Barry Boehm (1981) Software engineering economics; as cited in: Tyson Gill (2002) Planning Smarter: Creating Blueprint-Quality Software Specifications. p. 14
  • Understanding the concept of competency is a prerequisite to understanding his integrated model of management.
    • Richard Boyatzis (1982) Competent manager : a model for effective performance. p. 10
  • The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
  • Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.
  • Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving.
    • Henry Mintzberg, Mintzberg (1994), (partly) cited in Douglas C. Eadie (1997) Changing by design: a practical approach to leading innovation in nonprofit organizations . p. 128


  • The worker is not the problem. The problem is at the top! Management!
    • W. Edwards Deming (1993, p. 54) cited in: Melanie M. Minarik (2008) Building Knowledge Through Sensemaking. p. 13
  • I compared some passages of articles of [Robert McNamara] in the late 1960s, speeches, on management and the necessity of management, how a well-managed society controlled from above was the ultimate in freedom. The reason is if you have really good management and everything's under control and people are told what to do, under those conditions, he said, man can maximize his potential. I just compared that with standard Leninist views on vanguard parties, which are about the same. About the only difference is that McNamara brought God in, and I suppose Lenin didn't bring God in. He brought Marx in.

21st centuryEdit

  • The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.
    • Jim C. Collins (2001) attributed in: Strategy & business. No 22-25. p. 46
Galbraith's Star Model of organizational design
  • If management can identify the negatives of its preferred option, the other policies around the star model can be designed to counter the negatives while achieving the positives.
    • Jay R. Galbraith (2002), Designing organizations: an executive guide to strategy, structure, and process. p. 15
  • You can't manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.
    • Chris Collison and Geoff Parcell, Learning to Fly - Practical Knowledge Management from Leading and Learning Organizations (2005), Chapter 2, pages 24-25.
  • Mission is at the heart of what you do as a team. Goals are merely steps to its achievement. Mission has an eternal quality. Goals are time bound and once achieved, are replaced by others.
    • Patrick Dixon (2005) Building a Better Business - the key to management, marketing and motivation. p. 66
  • Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team.
    • Clayton M. Christensen (2011) in: Harvard Business Review (2011) HBR's 10 Must Reads on Managing Yourself. p. 4

See alsoEdit

External linksEdit

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