„The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.“

Catherine Truss, Lynda Gratton, Veronica Hope-Hailey, Patrick McGovern and Philip Stiles (1997). "Soft and hard models of human resource management: a reappraisal." Journal of Management Studies, 34(1), 53-73.

„If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description.“

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— Harold Kerzner American engineer, management consultant 1940

Quelle: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 95-96 (1e ed. 1979) cited in: Howard G. Birnberg (1992) New directions in architectural and engineering practice. p. 192

„The Mathematical School; Although mathematical methods can be used by any school of management theory, and have been, I have chosen to group under a school those theorists who see management as a system of mathematical models and processes. Perhaps the most widely known group I arbitrarily so lump are the operations researchers or operations analysts, who have sometimes anointed themselves with the rather pretentious name of "management scientists." The abiding belief of this group is that, if management, or organization, or planning, or decision making is a logical process, it can be expressed in terms of mathematical symbols and relationships. The central approach of this school is the model, for it is through these devices that the problem is expressed in its basic relationships and in terms of selected goals or objectives.“

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— Harold Koontz 1909 - 1984

Quelle: "The Management Theory Jungle," 1961, p. 181

„The development of the Model Driven Architecture (MDA) standards by the Object Management Group“

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— Grady Booch American software engineer 1955

OMG
The Limits of Software

„Knowledge management often generates theories that are too general or abstract to be easily testable. In some cases, simulation modeling can help. [WE have developed] an agent-based simulation model derived from a conceptual framework, the Information Space or I-Space and use it to explore the differences between a neoclassical and a Schumpeterian information environment.“

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— Max Boisot British academic and educator 1943 - 2011

Boisot, M. H., Canals, A., & MacMillan, I. (2004). " Simulating I-Space (SIS): An agent-based approach to modeling knowledge flows http://entrepreneurship.wharton.upenn.edu/research/simispace3_200405.pdf." Working papers of the Sol C. Snider Entrepreneurial Research Center, Wharton School, University of Pennsylvania.

„The study resulted in a model of competence, not merely a laundry list of characteristics.“

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— Richard Boyatzis American business theorist 1946

Quelle: Competent manager (1982), p. 43.

„A job competency is an underlying characteristic of a person in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he/she uses. The existence and possession of these characteristics may or not be known to the person. In this sense, the characteristics may be unconscious aspects of the person. Because job competencies are underlying characteristics, they can be said to be generic. A generic characteristic may be apparent in many forms of behaviour, or a wide variety of different actions.“

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— Richard Boyatzis American business theorist 1946

Quelle: Competent manager (1982), p. 21.

„Managers model the way by first changing themselves.“

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— James A. Champy American businessman 1942

Quelle: Reengineering management, 1995, p. 35

„Nearly fifty years ago… Douglas McGregor launched a debate over how to manage The Human Side of the Enterprise. By comparing what he called Theory X and Theory Y perspectives, he challenged the management profession to reexamine its assumptions about the motivations employees bring to their jobs. The question was: Could employees be trusted and empowered to do good work, or did they have to be closely directed, monitored, and controlled to act in the interests of the firm? While McGregor’s Theory Y sparked important innovations in human resource practices, it did not challenge fundamental assumptions underpinning the 20th Century organizational model. If, as is widely recognized, human capital and knowledge are the most important sources of value for the 21st Century organization, then fundamental assumptions about the relationship between work and organizations will also need to be challenged.“

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— Thomas A. Kochan American academic 1947

Quelle: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction

„The project manager’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization.“

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— Harold Kerzner American engineer, management consultant 1940

Quelle: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 10 (2e ed. 1984) partly cited in: Frederick Betz (2011) Managing Technological Innovation. p. 172

„Scientists work from models acquired through education and through subsequent exposure to the literature often without quite knowing or needing to know what characteristics have given these models the status of community paradigms“

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— Thomas Kuhn, buch The Structure of Scientific Revolutions

Quelle: The Structure of Scientific Revolutions (1962), V. The Priority of Paradigms, p. 46

„Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile.“

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— Robert E. Machol American systems engineer 1917 - 1998

Quelle: System Engineering (1957), p. 514; As cited in: Joseph E. Kasser (2010) " Seven systems engineering myths and the corresponding realities http://www.synergio.nl/media/59286/7_myths_of_se.pdf"

„Hence we may recognize the subject of management cybernetics — which is seen as a rich provider of models for doing OR.“

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— Anthony Stafford Beer British theorist, consultant, and professor 1926 - 2002

Quelle: Decision and control: the meaning of operational research and management cybernetics, 1966, p. 239.

„I can manage very well with the first grubby backside [of the model] which comes along – provided I find a skin which takes the light well.“

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— Pierre-Auguste Renoir French painter and sculptor 1841 - 1919

Quelle: undated quotes, Renoir – his life and work, 1975, p. 150 : a quote from Vollard's book

Richard Boyatzis22

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