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“The first task of administrative theory is to develop a set of concepts that will permit the description, in terms relevant to the theory, of administrative situations. These concepts, to be scientifically useful, must be operational; that is, their meanings must correspond to empirically observable facts or situations.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 43.

“Decision making processes are aimed at finding courses of action that are feasible or satisfactory in the light of multiple goals and constraints.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 274.

“The true line is not between “hard” natural science and “soft” social sciences, but between precise science limited to highly abstract and simple phenomena in the laboratory and inexact science and technology dealing with complex problems in the real world.”

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Herbert A. Simon

Quelle: 1980s and later, Models of my life, 1991, p. 302.

“First, most producers are employees of firms, not owners. Viewed from the vantage point of classical [economic] theory, they have no reason to maximize the profits of firms, except to the extent that they can be controlled by owners. Moreover, profit-making firms, nonprofit organizations, and bureaucratic organizations all have exactly the same problem of inducing their employees to work toward organizational goals. There is no reason, a priori, why it should be easier (or harder) to produce this motivation in organizations aimed at maximizing profits than in organizations with different goals. If it is true in an organizational economy that organizations motivated by profits will be more efficient than other organizations, additional postulates will have to be introduced to account for it.”

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Herbert A. Simon

Simon (1991) "Organizations and Markets:" in: Journal of Economic Perspectives. 5 (2 Spring 1991): p. 28.
1980s and later

“If we accept values as given and consistent, if we postulate an objective description of the world as it really is, and if we assume that the decision maker's computational powers are unlimited, then two important consequences follow. First, we do not need to distinguish between the real world and the decision maker's perception of it: he or she perceives the world as it really is. Second, we can predict the choices that will be made by a rational decision maker entirely from our knowledge of the real world and without a knowledge of the decision maker's perceptions or modes of calculation. (We do, of course, have to know his or her utility function.)
If, on the other hand, we accept the proposition that both the knowledge and the computational power of the decision maker are severely limited, then we must distinguish between the real world and the actor's perception of it and reasoning about it. That is to say, we must construct a theory (and test it empirically) of the processes of decision. Our theory must include not only the reasoning processes but also the processes that generate the actor's subjective representation of the decision problem, his or her frame.”

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Herbert A. Simon

H.A. Simon (1986), " Rationality in psychology and economics http://www.kgt.bme.hu/targyak/msc/ng/BMEGT30MN40/data/JoBus-86-rationality-HSimon.pdf," Journal of Business, p. 210-11” <br class="br">1980s and later

“The behaviour of individuals is the tool with which the organisation achieves its targets.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 108.

“In order to survive, the organization must have an objective that appeals to its customers, so that they will make the contributions necessary to sustain it. Hence, organization objectives are constantly adapted to conform to the changing values of customers, or to secure new groups of customers in place of customers who have dropped away. The organization may also undertake special activities to induce acceptance of its objectives by customers - advertising, missionary work, and propaganda of all sorts.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 114.

“Organizations and institutions provide the general stimuli and attention-directors that channelize the behaviors of the members of the group, and that provide those members with the intermediate objectives that stimulate action.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 100.

“In Administrative Behavior, bounded rationality is largely characterized as a residual category — rationality is bounded when it falls short of omniscience. And the failures of omniscience are largely failures of knowing all the alternatives, uncertainty about relevant exogenous events, and inability to calculate consequences. There was needed a more positive and formal characterization of the mechanisms of choice under conditions of bounded rationality… Two concepts are central to the characterization: search and satisficing.”

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Herbert A. Simon

Quelle: 1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978, p. 502; As cited in Barros (2010, p. 464-5).

“The criterion of efficiency dictates that choice of alternatives which produces the largest result for the given application of resources.”

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Herbert A. Simon

Simon (1945, p. 179); As cited in: Harry M. Johnson (1966) Sociology: A Systematic Introduction. p. 287.
1940s-1950s

“Broadly stated, the task is to replace the global rationality of economic man with a kind of rational behavior that is compatible with the access to information and the computational capacities that are actually possessed by organisms, including man, in the kinds of environments in which such organisms exist.”

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Herbert A. Simon

Simon (1955) "A behavioral model of rational choice", The Quarterly Journal of Economics, Vol. 69 (1); As cited in: Gustavo Barros (2010, p. 462).
1940s-1950s

“Rationality requires a choice among all possible alternative behaviors. In actual behavior, only a very few of all these possible alternatives come to mind.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 79; As cited in: Terry Winograd, ‎Fernando Flores (1986) Understanding Computers and Cognition: A New Foundation for Design. p. 21.

“The fact that goals may be dependent for their force on other more distant ends leads to the arrangement of these goals in a hierarchy - each level to be considered as an end relative to the levels below it and as a mean to the levels above it.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 62.

“Decision theory can be pursued not only for the purposes of building foundations for political economy, or of understanding and explaining phenomena that are in themselves intrinsically interesting, but also for the purpose of offering direct advice to business and governmental decision makers. For reasons not clear to me, this territory was very sparsely settled prior to World War II. Such inhabitants as it had were mainly industrial engineers, students of public administration, and specialists in business functions, none of whom especially identified themselves with the economic sciences. Prominent pioneers included the mathematician, Charles Babbage, inventor of the digital computer, the engineer, Frederick Taylor and the administrator, Henri Fayol.
During World War II, this territory, almost abandoned, was rediscovered by scientists, mathematicians, and statisticians concerned with military management and logistics, and was renamed “operations research” or “operations analysis.””

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Herbert A. Simon

So remote were the operations researchers from the social science community that economists wishing to enter the territory had to establish their own colony, which they called “management science”.
1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978

“By public administration is meant, in common usage, the activities of the executive branches of national, state, and local governments; independent boards and commissions set up by the congress and state legislatures; government corporations, and certain agencies of a specialized character. Specifically excluded are judicial and legislative agencies within the government and nongovernmental administration.”

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Herbert A. Simon

Quelle: 1940s-1950s, Public administration, 1950, p. 7

“The techniques of the practitioner are usually called 'synthetic'. He designs by organizing known principles and devices into larger systems.”

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Herbert A. Simon

Simon (1945, p. 353); As cited in: Philosophy of Technology and Engineering Sciences (2009) p. 425.
1940s-1950s

“Now the salient characteristic of the decision tools employed in management science is that they have to be capable of actually making or recommending decisions, taking as their inputs the kinds of empirical data that are available in the real world, and performing only such computations as can reasonably be performed by existing desk calculators or, a little later electronic computers. For these domains, idealized models of optimizing entrepreneurs, equipped with complete certainty about the world - or, a worst, having full probability distributions for uncertain events - are of little use. Models have to be fashioned with an eye to practical computability, no matter how severe the approximations and simplifications that are thereby imposed on them…
The first is to retain optimization, but to simplify sufficiently so that the optimum (in the simplified world!) is computable. The second is to construct satisficing models that provide good enough decisions with reasonable costs of computation. By giving up optimization, a richer set of properties of the real world can be retained in the models… Neither approach, in general, dominates the other, and both have continued to co-exist in the world of management science.”

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Herbert A. Simon

Quelle: 1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978, p. 498; As cited in: Arjang A. Assad, ‎Saul I. Gass (2011) Profiles in Operations Research: Pioneers and Innovators. p. 260-1.

“In view of the dramatic effects that alternative representations may produce on search and recognition processes, it may seem surprising that the differential effects on inference appear less strong. Inference is largely independent of representation if the information content of the two sets of inference rules [one operating on diagrams and the other operating on verbal statements] is equivalent—i. e. the two sets are isomorphs as they are in our examples”

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Herbert A. Simon

Quelle: 1980s and later, "Why a diagram is (sometimes) worth ten thousand words," (1987), p. 71, as cited in: Bauer, Malcolm I., and Philip N. Johnson-Laird. " How diagrams can improve reasoning http://mentalmodels.princeton.edu/papers/1993diags%26reasoning.pdf." Psychological Science 4.6 (1993): 372-378.

“If there were no limits to human rationality administrative theory would be barren. It would consist of the single precept: Always select that alternative, among those available, which will lead to the most complete achievement of your goals.”

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Herbert A. Simon

Simon (1945, p. 240); As cited in:
1940s-1950s

“Organizations are systems of coordinated action among individuals and groups whose preferences, information, interests, or knowledge differ. Organization theories describe the delicate conversion of conflict into cooperation, the mobilization of resources, and the coordination of effort that facilitate the joint survival of an organization and its members.”

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Herbert A. Simon

Simon (1993. p. 2); Cited in Mario Catalani, ‎Giuseppe F. Clerico (1996) Decision making structures. p. 1.
1980s and later

“During and after World War II, a large number of academic economists were exposed directly to business life, and had more or less extensive opportunities to observe how decisions were actually made in business organizations. Moreover, those who became active in the development of the new management science were faced with the necessity of developing decision-making procedures that could actually be applied in practical situations. Surely these trends would be conducive to moving the basic assumptions of economic rationality in the direction of greater realism.”

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Herbert A. Simon

1960s-1970s, "Rational decision making in business organizations", Nobel Memorial Lecture 1978

“We will likely also find that the nature of the problem to be solved will be a principal determinant of the mix. With our growing understanding of the organization of judgmental and intuitive processes, of the specific knowledge that of the specific knowledge that is required to perform particular judgmental tasks, and of the cues that evoke such knowledge in situations in which it is relevant, we have a powerful new tool for improving expert judgment. We can specify the knowledge and the recognition capabilities that experts in a domain need to acquire, and use these specifications for designing appropriate learning procedures.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 137.

“Organizations and institutions permit stable expectations to be formed by each member of the group as to the behavior of the other members under specified conditions.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 100.

“Since these questions lie in the future, imagination must supply the lack of experienced feeling in attaching value to them. But values can be only imperfectly anticipated.”

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Herbert A. Simon buch Administrative Behavior

1940s-1950s, Administrative Behavior, 1947

“Economic man deals with the "real world" in all its complexity. Administrative man recognizes that the world he perceives is a drastic simplified model… He makes his choices using a simple picture of the situation that takes into account just a few of the factors that he regards as most relevant and crucial.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. xxix; As cited in: Jesper Simonsen (1994) Administrative Behavior: How Organizations can be Understood in Terms of Decision Processes http://jespersimonsen.dk/Downloads/Simon-introduction.pdf. Roskilde Universitet.

“Since my world picture approximates reality only crudely, I cannot aspire to optimize anything; at most, I can aim at satisficing. Searching for the best can only dissipate scarce cognitive resources; the best is the enemy of the good.”

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Herbert A. Simon

p.361
Quelle: 1980s and later, Models of my life, 1991, p. 361; As cited in Ronald J. Baker (2010) Implementing Value Pricing: A Revolutionary Business Model for Professional Firms. p. 122.

“[Even Darwin’s] natural selection only predicts that survivors will be fit enough, that is, fitter than their losing competitors; it postulates satisficing, not optimizing.”

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Herbert A. Simon

Quelle: 1980s and later, Models of my life, 1991, p. 166; As cited in Ronald J. Baker (2010, p. 122).

“Administration is not unlike play-acting. The task of the good actor is to know and play his role, although different roles may differ greatly in content. The effectiveness of the performance will depend on the effectiveness of the play and the effectiveness with which it is played. The effectiveness of the administrative process will vary with the effectiveness of the organization and the effectiveness with which its members play their parts.”

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Herbert A. Simon buch Administrative Behavior

Quelle: 1940s-1950s, Administrative Behavior, 1947, p. 252; As cited in: Herbert Simon (1996) The Sciences of the Artificial. page xii.