Administration And Management Quotes

Doing business without advertising is like winking at a girl in the dark. You know what you are doing but nobody else does.

I live in the Managerial Age, in a world of "Admin." The greatest evil is not now done in those sordid "dens of crime" that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voices. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the office of a thoroughly nasty business concern." [From the Preface]

Wait. You work for me?" "I prefer to think of it as managing your incompetence.

So tonight to shush you how about if I say I have administrative bones to pick with God, Boo. I'll say God seems to have a kind of laid-back management style I'm not crazy about. I'm pretty much anti-death. God looks by all accounts to be pro-death. I'm not seeing how we can get together on this issue, he and I, Boo.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

Under a good administration, the Nile gains on the desert. Under a bad one, the desert gains on the Nile.

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. Consequently, in the early twenty-first century politics is bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

Dedicate different times of day to different activities: creative work, meetings, correspondence, administrative work, and so on.

The administration of a great organized molar security has as its correlate a whole micro-management of petty fears, a permanent molecular insecurity, to the point that the motto of domestic policymakers might be: a macropolitics of society by and for the micropolitics of insecurity

She's Warrick's sister," he said, aiming to sound disapproving and very nearly managing it. "Yeah, and that's why you want to screw her. Because they have that weird identical twin thing going on, even though they aren't." Her eyes narrowed. "In fact, I bet you've thought about doing both of them at the same time. Side-by-side comparison. Or top-and-bottom comparison." "That's disgusting." Toreth said, grinning hugely.

To all accusations of excessive development the administrators can reply, as they will if pressed hard enough, that they are giving the public what it wants, that their primary duty is to serve the public not preserve the wilds. "Parks are for people" is the public relations slogan, which decoded means that the parks are for people-in-automobiles. Behind the slogan is the assumption that the majority of Americans, exactly like the managers of the tourist industry, expect and demand to see their national parks from the comfort, security and convenience of their automobiles. Is this assumption correct? Perhaps. Does that justify the continued and increasing erosion of the parks? It does not.

I was dreaming about this—except it feels even better than I thought it would. Fucking fantastic. Clean sheets. You" Warrick moved across and kissed him gently, exactly as he’d imagined. Soft cotton and warm skin against him, soothing and luxurious. Hand on his back, touching carefully. He had a moment of fear that this was the dream, that soon he would wake up in the cell. Then a noise distracted him: distant firing in the city. He tensed, and Warrick’s hand stroked a circle over his shoulder-blade. More firing, but it was nothing to do with him. Nothing to worry about, even if he could manage it. Safe, here. He recaptured the tail end of a thought, before it disappeared into sleep. "Just you. ‘S enough." If Warrick said anything in reply, Toreth didn’t hear it.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

We’re asked to apply our intellectual capital to solve hard problems—a creative goal that requires uninterrupted focus. At the same time, we’re asked to be constantly available by e-mail and messenger and in meetings—an administrative goal that creates constant distraction. We’re being asked, in other words, to simultaneously resist and embrace distraction to advance in our careers—a troubling paradox.

If you are disabled, it is probably not your fault, but it is no good blaming the world or expecting it to take pity on you. One has to have a positive attitude and must make the best of the situation that one finds oneself in; if one is physically disabled, one cannot afford to be psychologically disabled as well. In my opinion, one should concentrate on activities in which one's physical disability will not present a serious handicap. I am afraid that Olympic Games for the disabled do not appeal to me, but it is easy for me to say that because I never liked athletics anyway. On the other hand, science is a very good area for disabled people because it goes on mainly in the mind. Of course, most kinds of experimental work are probably ruled out for most such people, but theoretical work is almost ideal. My disabilities have not been a significant handicap in my field, which is theoretical physics. Indeed, they have helped me in a way by shielding me from lecturing and administrative work that I would otherwise have been involved in. I have managed, however, only because of the large amount of help I have received from my wife, children, colleagues and students. I find that people in general are very ready to help, but you should encourage them to feel that their efforts to aid you are worthwhile by doing as well as you possibly can.

Subdue. Fruitfulness, increase, and filling lead naturally to the end result of subduing. To subdue means “to dominate or control,” not in the negative sense of oppression, but in the positive sense of administration. Using business terminology, to subdue means to dominate the market. As we learn to manage our resources, God expands those resources and enlarges our influence. He increases our “market share,” so to speak. There is no limit to what the Lord can do in and with and through any individual or any married couple who surrender themselves and their resources completely to His will and His way. He wants to cover the world with His “orchards” of human fruitfulness.

Establish hard edges in your day. Set a start time and a finish time for your workday—even if you work alone. Dedicate different times of day to different activities: creative work, meetings, correspondence, administrative work, and so on. These hard edges keep tasks from taking longer than they need to and encroaching on your other important work.

In the early twenty-first century, politics is consequently bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it.

Metric fixation leads to a diversion of resources away from frontline producers toward managers, administrators, and those who gather and manipulate data.

On May 17, 2010, Iran’s tyrannical leader Mahmoud Ahmadinejad managed to successfully negotiate a nuclear alliance with Turkey, using the Obama administration’s own policy to do it.

The Obama administration, which has brought more prosecutions against leakers than all prior presidencies combined, has sought to create a climate of fear that would stifle any attempts at whistle-blowing. But Snowden destroyed that template. He has managed to remain free, outside the grasp of the United States; what's more, he has refused to remain in hiding but proudly came forward and identified himself. As a result, the public image of him is not a convict in orange jumpsuit and shackles but and independent, articulate figure who can speak for himself, explaining what he did and why.

Certain times of day are especially conducive to focused creativity, thanks to circadian rhythms of arousal and mental alertness. Notice when you seem to have the most energy during the day, and dedicate those valuable periods to your most important creative work. Never book a meeting during this time if you can help it. And don’t waste any of it on administrative work!

But the subordination must be to the armed vanguard of all the exploited, of all the toilers, i.e., to the proletariat. Measures must be taken at once, overnight, to substitute for the specific methods of "official administration" by state officials the simple functions of "workmen and managers," functions which are already fully within the capacity of the average city dweller and can well be performed for "workmen's wages.

So tonight to shush you how about if I say I have administrative bones to pick with God, Boo. I’ll say God seems to have a kind of laid-back management style I’m not crazy about. I’m pretty much anti-death. God looks by all accounts to be pro-death. I’m not seeing how we can get together on this issue, he and I, Boo.

I was surprised to find such an overwhelming preponderance of nervous wrecks who cracked under the initial "strain." There is a great deal of stupidity in the management of this place. The petty officers etc. are all fat buttocked Marine sergeants with loud voices. They talk a lot about order and discipline but the administrative and ordering sections are the most confused, contradictory, undisciplined and disorderly crowd I've ever met with and the atmosphere breathes lack of definition and fosters anxiety.

I couldn’t bring myself to call him either “Bill,” which would signal friendly familiarity, or “Doctor Vogel,” which would imply respect.

When you control a team, you are a manager, when you supervise it, you are an administrator, but when you train it so that it is empowered to empower others, you are a leader.

You’ll hear me say this again: save your brain for higher-level thinking. Use your organizer for storing information. Don’t trust your brain.

It apparently took a lot of layers of Brown & Root management and administration to turn a $14 sheet of plywood into an $86 sheet of plywood

I went to see Loretta, the office manager. She has overinflated ideas of her own administrative abilities, and in her spare time makes hideous jewelry, which she then sells to idiots.

There is no question that having standards and believing in them and staffing an administrative unit objectively using forecasted workloads will help you to maintain and enhance productivity.

The democratic nations that have introduced freedom into their political constitution at the very time when they were augmenting the despotism of their administrative constitution have been led into strange paradoxes. To manage those minor affairs in which good sense is all that is wanted, the people are held to be unequal to the task; but when the government of the country is at stake, the people are invested with immense powers; they are alternately made the play things of their ruler, and his masters, more than kings and less than men. After having exhausted all the different modes of election without finding one to suit their purpose, they are still amazed and still bent on seeking further; as if the evil they notice did not originate in the constitution of the country far more than in that of the electoral body.

intellectuals who reject eternal truths and experience through the ages for the social engineering by supposed experts and their administrative state—which claim to use data, science, and empiricism to analyze, manage, and control society.

Like vampires and extremely rich people, black folk can sense one another. Use your Spidey Sense (Blacky Sense?). Use your blackdar to inspect the workplace for signs of Other Negroes. They may be working security for the building. They may be in administrative support. They may be among the associate pool, or they may even be in upper management. Black folk can be anywhere. After all, you're here. But one of the biggest mistakes you can make as The Black Employee is to assume you are the only one.

The utility of information is admitted practically as well as theoretically; without a literate population a modern State is impossible. But the utility of intelligence is admitted only theoretically, not practically; it is not desired that ordinary people should think for themselves, because it is felt that people who think for themselves are awkward to manage and cause administrative difficulties. Only the guardians, in Plato’s language, are to think; the rest are to obey, or to follow leaders like a herd of sheep.

It’s Groundhog Day,” said Max. “The new people come in and think that the previous administration and the civil service are lazy or stupid. Then they actually get to know the place they are managing. And when they leave they say, ‘This was a really hard job, and those are the best people I’ve ever worked with.’ This happens over and over and over.

Oh sure, and you know who listens to them? Pansy, overeducated know-it-alls, and you know who listens to them? Nobody! Who’s going to care about some PBS-NPR fringe minority that’s out of touch with the mainstream? The more those elitist eggheads shouted “The Dead Are Walking,” the more most real Americans tuned them out. So, let me see if I understand your position. The administration’s position. The administration’s position, which is that you gave this problem the amount of attention that you thought it deserved. Right. Given that at any time, government always has a lot on its plate, and especially at this time because another public scare was the last thing the American people wanted. Yep. So you figured that the threat was small enough to be “managed” by both the Alpha teams abroad and some additional law enforcement training at home. You got it. Even though you’d received warnings to the contrary, that it could never just be woven into the fabric of public life and that it actually was a global catastrophe in the making. [Mister Carlson pauses, shoots me an angry look, then heaves a shovelful of “fuel” into his cart.] Grow up.

If you cannot create, then buy a company that can. In particular, the large corporations buy small, personnally owned companies that have made breakthroughs in particular areas. They are buying creativity, though the immediate rush this produces doesn't last long. Once integrated into an administrative atmosphere, the creativity is sucked out of them. (IV - From Managers and Speculators to Growth)

In a new form of society, sovereignty is localized in administrative bureaus. They proclaim the rules, make the law, issue the decrees. The shift from parliament to the bureaus occurs on a world scale. The actual directing and administrative work of the bureaus is carried on by new men, a new type of men. It is, specifically, the MANAGERIAL type. The active heads of the bureaus are the managers-in-government, the same, or nearly the same, in training, functions, skills, habits of thought as the managers-in-industry.

Dr. Brown's book is able to make the subject matter interesting in a very pragmatic way, without losing the attractiveness and appeal of his academic writing and sound background. I would recommend the use of this book for teaching in leadership, management and organizational behavior courses knowing that it would make a great contribution to the learning experience of the reader." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

I was wrong about the "quiet resistance" inside the Trump administration. Unelected bureaucrats and cabinet appointees were never going to steer Donald Trump in the right direction in the long run, or refine his malignant management style. He is who he is. Americans should not take comfort in knowing whether there are so-called adults in the room. We are not bulwarks against the president and shouldn't be counted upon to keep him in check. That is not our job. That is the job of the voters and their elected representatives.

In the early 1980s, managers at the National Aeronautics and Space Administration (NASA) estimated that the flights would be 99.999 percent reliable, which represents a failure rate of only 1 in 100,000. According to the physicist Richard Feynman, who was a member of the commission that investigated the January 1986 Challenger accident, in which the shuttle broke apart shortly into its flight, killing all seven astronauts on board, this “would imply that one could put a Shuttle up each day for 300 years expecting to lose only one.” He wondered, “What is the cause of management’s fantastic faith in the machinery?” Engineers, who were more familiar with the shuttle itself and with machines in general, predicted only a 99 percent success rate, or a failure every 100 launches. A range safety officer, who personally observed test firings during the developmental phase of the rocket motors, expected a failure rate of 1 in 25. The Challenger accident proved that estimate to be the actual failure rate, giving a success rate of 96 percent after exactly 25 launchings.

Many people are bothered about the number of privately owned guns in the United States, but what about publicly owned ones? In recent years the United States government (not the military) has purchased 1.6 billion rounds of ammunition, enough to shoot the entire population five times over. The Social Security Administration ordered 174,000 rounds of hollow-point bullets. The Internal Revenue Service, the Department of Education, the Bureau of Land Management, even the National Oceanographic and Atmospheric Administration, all have guns.

But I want to make a further claim, one analogous to that made for scientific forestry: the modern state, through its officials, attempts with varying success to create a terrain and a population with precisely those standardized characteristics that will be easiest to monitor, count, assess, and manage. The utopian, immanent, and continually frustrated goal of the modern state is to reduce the chaotic, disorderly, constantly changing social reality beneath it to something more closely resembling the administrative grid of its observations.

She’d flown in at his old job up north, which had been gradually reduced from analysis and management to a more reactive and administrative role. Due to his own baggage, he guessed. Due to the fact it always started out well, but then, if he stayed too long … sometimes something happened, something he couldn’t quite define. He became too invested. He became too empathic, or less so. It confused him when it all went to shit because he couldn’t remember the point at which it had started to go bad—was still convinced he could get the formula right.

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. In the early twenty-first century, politics is consequently bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it. It makes sure teachers are paid on time and sewage systems don’t overflow, but it has no idea where the country will be in twenty years.

It is “trickling down” to women of all social classes from elitist schools and universities because that is where women are getting too close to authority. There, it is emblematic of how hunger checkmates power in any woman’s life: Hundreds of thousands of well-educated young women, living and studying at the fulcrum of cultural influence, are causing no trouble. The anorexic woman student, like the anti-Semitic Jew and the self-hating black, fits in. She is politically castrate, with exactly enough energy to do her schoolwork, neatly and completely, and to run around the indoor track in eternal circles. She has no energy to get angry or get organized, to chase sex, to yell through a bullhorn, asking for money for night buses or for women’s studies programs or to know where all the women professors are. Administering a coed class half full of mentally anorexic women is an experience distinct from that of administering a class half full of healthy, confident young women. The woman in these women canceled out, it is closer to the administration of young men only, which was how things were comfortably managed before.

My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals.

The other element characterizing his administration was a presidential entourage that included hard-nosed, ideological zealots and operatives from the corporate world and the public opinion industry. These agents were intent on expanding the powers of the president, reducing governmental oversight of the economy, overriding environmental safeguards,23 and dismantling welfare programs; simultaneously they expended vast sums in order to build up a military sufficiently intimidating to stare down an “evil empire,” causing it to collapse, exhausted, unable to compete,

Precisely because technology is now moving so fast, and parliaments and dictators alike are overwhelmed by data they cannot process quickly enough, present-day politicians are thinking on a far smaller scale than their predecessors a century ago. Consequently, in the early twenty-first century politics is bereft of grand visions. Government has become mere administration. It manages the country, but it no longer leads it. Government ensures that teachers are paid on time and sewage systems don’t overflow, but it has no idea where the country will be in twenty years.

The entire United States government had been drifting that way for some time—management jobs once done by career civil servants being turned into roles performed by people appointed by the president. One of the problems this created was management inexperience: the average tenure of the appointees fluctuated between eighteen months and two years, depending on the administration. Another was the kind of person the job now selected for. There would be exceptions, of course, but the odds favored the pleaser. The person who did not present risks to the White House’s political operation.

Brian discovers that this first group features two bricklayers, a machinist, a doctor, a gun-store owner, a veterinarian, a plumber, a barber, an auto mechanic, a farmer, a fry cook, and an electrician. The second group—Brian thinks of them as the Dependents—features the sick, the young, and all the white-collar workers with obscure administrative backgrounds. These are the former middle managers and office drones, the paper pushers and corporate executives who once pulled down six-figure incomes running divisions of huge multinationals—now just taking up space, as obsolete as cassette tapes.

Dear Sir: My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. Sincerely, Barbara L. Anderson

Drama and activities of that sort have nothing to do with your academic work, you find your own time to do them. As a result, such pursuits flower, fruit and flourish as nowhere else. If I had had to submit to some drama teacher casting me in plays, directing me or telling me how it was done I should have withered on the vine. The beauty of our way was that everyone was learning as they went along. The actors and directors were all students, as were the lighting, sound, set construction, costume, stage management, production crew, front of house and administration. All were undergraduates saying, ‘Oh, this looks like fun.

[I]f Modi is toast, it will in one sense be a tremendous pity. In his way, he represents a third generation in cricket's governance. For a hundred years and more, cricket was run by administrators, who essentially maintained the game without going out of their way to develop it. More recently it has been run by managers, with just an ounce or two of strategic thought. Modi was neither; he was instead a genuine entrepreneur. He has as much feeling for cricket as Madonna has for madrigals, but perhaps, because he came from outside cricket's traditional bureaucratic circles, he brought a vision and a common touch unexampled since Kerry Packer.

A similar discrepancy between objective proclaimed and objective practised can be observed in most organisations. For example, one could mistakenly believe that the principal objective of universities is to educate students. But for Ackoff, the principal objective of a university is to provide job security and increase the standard of living and quality of life of those members of the faculty and administration who make the critical decisions. Teaching is the price that faculty members must pay to share in the benefits provided. Like any price, they try to minimise it. Note that the more senior and politically powerful teaching members of the faculty are, the less teaching they do.

The pattern, as well as magnitude, of foreign economic activity in Russia provides clues to the sources of Russian economic backwardness. The foreigners specialized in providing what the Russians most lacked—technical and scientific skills, efficient and honest management and, to a secondary extent, capital. Russian managers were notorious for their inefficiency and corruption. A French observer in 1904 referred to "the extraordinary waste—to be polite—that reigns among Russian administrators."210 Even after trained Russians began to emerge over the years into increasingly responsible positions, foreign firms were careful not to use Russian accountants.211 This business corruption mirrored a pervasive corruption in the czarist government,212 which was by no means stamped out under the Communists213 or in the post-Soviet era.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

As it was in Mao’s China with the Red Guard, it is a political crime in today’s Republican Party to appear well educated. So we find Senator Josh Hawley of Missouri tweeting a rant about “unelected progressive elites in our govt.”16 The senator went to Stanford, taught at St. Paul’s School in London (founded in 1509), and graduated from Yale Law School. Senator Ted Cruz denounces “coastal elites who attack the NRA.”17 Cruz was born in Calgary, Canada, graduated from Princeton and Harvard Law School, was a Supreme Court clerk, worked in the Bush administration, and is a former assistant attorney general. His wife was born in the coastal town of San Luis Obispo, California, and holds a BA from Claremont McKenna College, an MA from Université Libre de Bruxelles, and an MBA from Harvard Business School. She works as a managing director at Goldman Sachs.

Teachers in general face common problems of practice. Their professional success depends on their ability to motivate an involuntary group of students to learn what the teacher is teaching. In an effort to accomplish this, teachers invest heavily in developing a teaching persona that enables them to establish a relationship with students and lure them to learn. Once they have worked out a personal approach for managing the instruction of students within the walls of their classroom, they are likely to resist vigorously any effort by reformers or administrators or any other intruders to transform their approach to teaching. Teacher resistance to fundamental instructional reform is grounded in a deep personal investment in the way they teach and a sense that tinkering with this approach could threaten their very ability to manage a class (much less teach a particular curriculum) effectively.

There was one obligation that the Romans imposed on all those who came under their control: namely, to provide troops for the Roman armies. In fact, for most of those who were defeated by Rome and forced, or welcomed, into some form of ‘alliance’, the only long-term obligation seems to have been the provision and upkeep of soldiers. These peoples were not taken over by Rome in any other way; they had no Roman occupying forces or Roman-imposed government. Why this form of control was chosen is impossible to know. But it is unlikely that any particularly sophisticated, strategic calculation was involved. It was an imposition that conveniently demonstrated Roman dominance while requiring few Roman administrative structures or spare manpower to manage. The troops that the allies contributed were raised, equipped and in part commanded by the locals. Taxation in any other form would have been much more labour-intensive for the Romans; direct control of those they had defeated would have been even more so.

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

To implement these changes, the school initially followed a more typical, top-down strategy of reform: the state sent in a consultant to implement changes. “It was an outsider who came in and talked about the civil rights movement and did touchy feely group discussions,” Guthertz recalls. “Someone else came in and for one day taught behavior management strategies that focused on controlling and penalizing students versus making changes in teaching practices that would engage and support them. That blew up at the school. The administration got rid of that program.” The issues that come with this kind of approach to school reform—“do what the district, state, or consultants say”—have been a recurring theme in the long careers of Guthertz, Roth, and McKamey. “It comes off as an attempt to hijack the effort by the teachers to think about education,” McKamey comments. “It’s the deepest disrespect. The teacher has been teaching for ten years and someone is going to come in and say, ‘I’m going to show you something.’ Most of these people have never taught in the classroom.

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

Starting with a Statement •What a beautiful day.What’s your favorite season of the year? •I was truly touched by that movie.How did you like it? Why? •This is a wonderful restaurant.What is your favorite restaurant? Why? •What a great conference! Tell me about the sessions you attended. •I was absent last week.What did I miss? •That was an interesting program after lunch.What did you think? •Presidential campaigns seem to start immediately after the inauguration.What do you think of the campaign process? •I am so frustrated with getting this business off the ground.Do you have any ideas? •I am excited about our new mayor.How do you think her administration will be different from her predecessor’s? •Your lawn always looks so green.What is your secret? •We’ve been working together for months now.I’d like to get to know you better.Tell me about some of your outside interests. •You worked pretty hard on that stair stepper.What other equipment do you use? •You always wear such attractive clothes.What are your favorite stores? •What a beautiful home.How do you manage to run a house with four children? •I read in the newspaper that our governor has taken another trip overseas.What do you think of all his travel?

AS ALL-CONSUMING AS the economic crisis was, my fledgling administration didn’t have the luxury of putting everything else on hold, for the machinery of the federal government stretched across the globe, churning every minute of every day, indifferent to overstuffed in-boxes and human sleep cycles. Many of its functions (generating Social Security checks, keeping weather satellites aloft, processing agricultural loans, issuing passports) required no specific instructions from the White House, operating much like a human body breathes or sweats, outside the brain’s conscious control. But this still left countless agencies and buildings full of people in need of our daily attention: looking for policy guidance or help with staffing, seeking advice because some internal breakdown or external event had thrown the system for a loop. After our first weekly Oval Office meeting, I asked Bob Gates, who’d served under seven previous presidents, for any advice he might have in managing the executive branch. He gave me one of his wry, crinkly smiles. “There’s only one thing you can count on, Mr. President,” he said. “On any given moment in any given day, somebody somewhere is screwing up.” We went to work trying to minimize screw-ups.

Take Canada again: why does Canada have the health-care program it does? Up until the mid-1960s, Canada and the United States had the same capitalist health service: extremely inefficient, tons of bureaucracy, huge administrative costs, millions of people with no insurance coverage―exactly what would be amplified in the United States by Clinton's proposals for "managed competition" [put forward in 1993].21 But in 1962 in Saskatchewan, where the N.D.P. is pretty strong and the unions are pretty strong, they managed to put through a kind of rational health-care program of the sort that every industrialized country in the world has by now, except the United States and South Africa. Well, when Saskatchewan first put through that program, the doctors and the insurance companies and the business community were all screaming―but it worked so well that pretty soon all the other Provinces wanted the same thing too, and within a couple years guaranteed health care had spread over the entire country. And that happened largely because of the New Democratic Party in Canada, which does provide a kind of cover and a framework within which popular organizations like unions, and then later things like the feminist movement, have been able to get together and do things.

Within the huge trade unions, a similar managerial officialdom, the “labor bureaucracy” consolidates its position as an elite. This elite is sharply distinguished in training, income, habits and outlook from the ordinary union member. The trend extends to the military world, the academic world, the non-profit foundations and even auxilliary organizations of the U.N. Armies are no longer run by “fighting captains” but by a Pentagon-style managerial bureaucracy. Within the universities, proliferating administrators have risen above students, teaching faculty, alumni and parents, their power position expressed in the symbols of higher salaries and special privileges. The great “non-profit foundations” have been transformed from expressions of individual benevolence into strategic bases of managerial-administrative power. The United Nations has an international echelon of manager entrenched in the Secretariat. There are fairly obvious parallels in the managerial structures of the diverse institutional fields. For example, managers in business are stockholders as labor managers are to union members; as government managers are to voters; as public school administrators are to tax-payers; as university and private school administrators are to tuition payers and fund contributors.

The cheerleaders of the new data regime rarely acknowledge the impacts of digital decision-making on poor and working-class people. This myopia is not shared by those lower on the economic hierarchy, who often see themselves as targets rather than beneficiaries of these systems. For example, one day in early 2000, I sat talking to a young mother on welfare about her experiences with technology. When our conversation turned to EBT cards, Dorothy Allen said, “They’re great. Except [Social Services] uses them as a tracking device.” I must have looked shocked, because she explained that her caseworker routinely looked at her purchase records. Poor women are the test subjects for surveillance technology, Dorothy told me. Then she added, “You should pay attention to what happens to us. You’re next.” Dorothy’s insight was prescient. The kind of invasive electronic scrutiny she described has become commonplace across the class spectrum today. Digital tracking and decision-making systems have become routine in policing, political forecasting, marketing, credit reporting, criminal sentencing, business management, finance, and the administration of public programs. As these systems developed in sophistication and reach, I started to hear them described as forces for control, manipulation, and punishment

This bio-power was without question an indispensable element in the development of capitalism; the latter would not have been possible without the controlled insertion of bodies into the machinery of production and the adjustment of the phenomena of population to economic processes. But this was not all it required; it also needed the growth of both these factors, their reinforcement as well as their availability and docility; it had to have methods of power capable of optimizing forces, aptitudes, and life in general without at the same time making them more difficult to govern. If the development of the great instruments of the state, as institutions of power, ensured the maintenance of production relations, the rudiments of anatomo- and bio-politics, created in the eighteenth century as techniques of power present at every level of the social body and utilized by very diverse institutions (the family and the army, schools and the police, individual medicine and the administration of collective bodies), operated in the sphere of economic processes, their development, and the forces working to sustain them. They also acted as factors of segregation and social hierarchization, exerting their influence on the respective forces of both these movements, guaranteeing relations of domination and effects of hegemony. The adjustment of the accumulation of men to that of capital, the joining of the growth of human groups to the expansion of productive forces and the differential allocation of profit, were made possible in part by the exercise of bio-power in its many forms and modes of application. The investment of the body, its valorization, and the distributive management of its forces were at the time indispensable.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

There is a distinction between leadership and management. Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and staying power for the journey ahead. Management, on the other hand, is less about change, more about stability and making the best use of resources to get things done – good administration, essentially.

those African Americans who did manage to penetrate the skilled trades mostly were consigned to low-wage work. According to Social Security Administration data, the black graduates of Carver High's auto mechanics program from 1956 to 1969 earned barely half that of the white graduates of Mergenthaler High,2 taking four and a half years to reach the earnings levels that Mergenthaler alums realized “after a few months” (Levenson and

Nancy Lopez, Multi-Certified Revenue Cycle Manager of BillingParadise shares her views and guidance how health care practice administrators and managers can handle value-based care challenges. She explained how practice administrators must be prepared to help hospitals and medical practices thrive in the current value-based reimbursement climate, while answering a question of a practice manager during BillingParadise’ client conference held at Texas. For More Details, Contact Through BillingParadise 2009 N. Lynn Taylor, TX 76574, United States. Phone: +1 214-783-6295

The United States government had no mechanism to punish China for forced abortions, so instead it pummeled UNFPA. In 1985, President Ronald Reagan reduced funding for it. Then George H. W. Bush and George W. Bush both eliminated U.S. funding for the agency. Representative Chris Smith, a New Jersey Republican, led the fight against UNFPA. He’s a good man who genuinely cared about Chinese women and was horrified by coerced abortions. He wasn’t trying to score cheap political points in criticizing UNFPA, since most New Jersey voters had never heard of the agency. This was an issue that Smith genuinely cared about. The reality, though, was that while the Chinese abuses were real, UNFPA was not a party to them. After giving the gold medal to Qian, the UN turned around and became an important brake on Chinese behavior. A State Department fact-finding mission sent to investigate by the George W. Bush administration reported back: “We find no evidence that UNFPA has knowingly supported or participated in the management of a program of coercive abortion or involuntary sterilization in the People’s Republic of China.” In the thirty-two counties in China where UNFPA operates pilot programs, it has reduced abortion rates by 40 percent, to a rate lower than that in the United States.

Removing red tapism and favoritism in higher education and research administration and management is of utmost importance. We need to empower universities, both government funded and private, to promote research and enable them to improve research infrastructure.

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

Marketing is a contest, a sale is its prize.

Department Floor(s) Administration 1 to 5 Finance 6 to 8 Human resources 9 to 10 Gym and Squash Court 11 Technical 12 to 17 Training 18 to 20 Administration for technical training 21 to 24 Junior and Middle Management 25 to 28 Very Senior Management 29 Security 30

I define Harvard envy as the emotional tug that exerts itself on college leaders—presidents, trustees, administrators, and faculty—and forces them to manage their institution toward gaining more prestige, oftentimes without specific linkage to actual student learning.

ULIPs still have high charges, such as policy administration charges, premium allocation charges, fund management fees, surrender charges, mortality charges/premium and other miscellaneous charges for switch, withdrawal, revival, etc.

Of course, the irony is that the kind of centralized administrative state Croly advocated, and which surrounds us today and is managed by a relative handful of architects, is all but immune from the popular will and completely impervious to direct popular sovereignty. In

As I looked over this curious document, I was particularly struck by a band of text across the bottom. It bore the title “Paperwork Reduction Act Notice” and read: The time needed to complete and file this form will vary depending on individual circumstances. The estimated average time is: The text then cheerfully concluded with a note that if I had comments “concerning the accuracy of these time estimates or suggestions for making this form simpler” the IRS would be happy to hear from me. It provided an address in Washington, D.C., where I could send my comments. The Paperwork Reduction Act, passed in 1980 in the waning days of the Carter administration and amended in 1995, is a classic example of structural deepening gone awry. The law was supposed to improve the efficiency of the U.S. federal government and lighten the burden of paperwork on citizens. In Brian Arthur’s terms, the additional complexity introduced by the law was supposed to improve government performance. But it has not worked. Although the U.S. Office of Management and Budget hired a special staff to review and approve every form and information request of every agency of the federal government, the estimated total time that the U.S. public invested each year fulfilling federal paperwork requirements rose from 4.7 billion hours in 1980 to 6.7 billion hours in 1996.14 More perversely, Form 1001 showed how the law makes government more inefficient and confusing to the average person. My first reaction to the notice at the bottom was to add up the time allotments. Was I really supposed to spend over six and a half hours on this form? The suggested times seemed so precise, and the total amount so daunting, that Form 1001 practically leapt at me with self-importance. And what records, exactly, was I supposed to spend four hours and thirty-two minutes keeping? I hadn’t a clue. In its entirety, Form 1001 resembled the jumble of hoses and wiring under the hood of a modern car, and the “Paperwork Reduction Act Notice” at the bottom was a particularly forbidding clump of complexity.

Ministers and their people, while their relation continues, often meet together in this world. They are wont to meet from Sabbath to Sabbath, and at other times, for the public worship of God, and administration of ordinances, and the solemn services of God’s house. And besides these meetings, they have also occasions to meet for the determining and managing their ecclesiastical affairs, for the exercise of church discipline, and the settling and adjusting those things which concern the purity and good order of public administrations.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

charge nurse”: a bedside RN who functions as a manager for that particular shift. Charge nurses—also called resource nurses at some hospitals—assign patients to staff, troubleshoot, and perform set administrative tasks, such as making sure the crash cart (a toolbox of equipment and drugs we need in an emergency) is ready to go.

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God has not failed to provide enough to fill every mouth. But He has given this world over to the administration of men, and it is their bad management they must correct rather than blame God. At least their incapable administration should teach them the saving grace of humility.

In an attempt to head off such stinging and potentially damaging criticism both Rockefeller and Carnegie poured hundreds of millions of dollars into public works. In Rockefeller’s case the money went to Chicago University, the Rockefeller Institute for Medical Research (today Rockefeller University), and the General Education Board that announced it would teach children ‘to do in a perfect way the things their fathers and mothers are doing in an imperfect way’. In 1913 he and his son established the Rockefeller Foundation that remains one of the richest charitable organisations in the world. Carnegie too used his money to encourage education. His grand scheme was to fund the opening of libraries, and between 1883 and 1929 more than 2,000 were founded all over the world. In many small towns in America and in Britain, the Carnegie Library is still one of their most imposing buildings, always specially designed and built in a wide variety of architectural styles. In 1889, Carnegie wrote his Gospel of Wealth first published in America and then, at the suggestion of Gladstone, in Britain. He said that it was the duty of a man of wealth to set an example of ‘modest, unostentatious living, shunning display or extravagance’, and, once he had provided ‘moderately’ for his dependents, to set up trusts through which his money could be distributed to achieve in his judgement, ‘the most beneficial result for the community’. Carnegie believed that the huge differences between rich and poor could be alleviated if the administration of wealth was judiciously and philanthropi-cally managed by those who possessed it. Rich men should start giving away money while they lived, he said. ‘By taxing estates heavily at death, the state marks its condemnation of the selfish millionaire’s unworthy life.

In a short essay called ‘Liberating Life: Women’s Revolution’, Öcalan (2013) outlines the core tenets of his sociological/historico-philosophical writings. Öcalan’s fundamental claim is that ‘mainstream civilisation’, commences with the enslavement of ‘Woman’, through what he calls ‘Housewifisation’ (2013). As such, it is only through a ‘struggle against the foundations of this ruling system’ (2013), that not only women, but also men can achieve freedom, and slavery can be destroyed. Any liberation of life, for Öcalan, can only be achieved through a Woman’s revolution. In his own words: ‘If I am to be a freedom fighter, I cannot just ignore this: woman’s revolution is a revolution within a revolution’ (2013). For Öcalan, the Neolithic era is crucial, as the heyday of the matricentric social order. The figure of the Woman is quite interesting, and is not just female gender, but rather a condensation of all that is ‘equal’ and ‘natural’ and ‘social’, and its true significance is seen as a mode of social governance, which is non-hierarchical, non-statist, and not premised upon accumulation (2013). This can only be fully seen, through the critique of ‘civilisation’ which is equally gendered and equated with the rise of what he calls the ‘dominant male’ and hegemonic sexuality. These forms of power as coercive are embodied in the institution of masculine civilisation. And power in the matriarchal structures are understood more as authority, they are natural/organic. What further characterised the Neolithic era is the ways through which society was based upon solidarity and sharing – no surplus in production, and a respect for nature. In such a social order, Öcalan finds through his archaeology of ‘sociality’ the traces of an ecological ontology, in which nature is ‘alive and animated’, and thus no different from the people themselves. The ways in which Öcalan figures ‘Woman’, serves as metaphor for the Kurdish nation-as-people (not nation-state). In short, if one manages to liberate woman, from the hegemonic ‘civilisation’ of ‘the dominant male’, one manages to liberate, not only the Kurds, but the world. It is only on this basis that the conditions of possibility for a genuine global democratic confederalism, and a solution to the conflicts of the Middle East can be thinkable. Once it is thinkable, then we can imagine a freedom to organise, to be free from any conception of ownership (of property, persons, or the self), a freedom to show solidarity, to restore balance to life, nature, and other humans through ‘love’, not power. In Rojava, The Autonomous Administration of North and East Syria, Öcalan’s political thoughts are being implemented, negotiated and practised. Such a radical experiment, which connects theory with practice has not been seen on this scale, ever before, and although the Rojava administration, the Democratic Union Party, is different from the PKK, they share the same political leader, Öcalan. Central to this experiment are commitments to feminism, ecology and justice.

If incompetence is not recognized, then an individual may rise well beyond his level of incompetence. This often happens in technical areas because there is no one in management who can judge an individual’s technical competence.

But if we have carefully chosen indicators that characterize an administrative unit and watch them closely, we are ready to apply the methods of factory control to administrative work. We can use de facto standards, inferred from the trend data, to forecast the number of people needed to accomplish various anticipated tasks. By rigorous application of the principles of forecasting, manpower can be reassigned from one area to another, and the headcount made to match the forecasted growth or decline in administrative activity. Without rigor, the staffing of administrative units would always be left at its highest level and, given Parkinson’s famous law, people would find ways to let whatever they’re doing fill the time available for its completion.

The qualities of being a leader are not reserved for the chosen few, but every human has a leader hidden in them. Self-leadership is about recognizing your leadership traits, sharpening them, and putting them into action

The Trump Administration has managed to highlight the two least attractive aspects of American conservatism: an angry and resentful populism, and a smug and clueless plutocracy. It's an impressive feat." -- Republican pundit William Kristol

Let us review. Because no man has been saved in any way other than through the grace of God since the fall, the Reformed considered that there had been only one covenant of grace in the whole history of redemption. The covenant of grace was the substance by which seventeenth-century theologians united the Bible, from whence came their paradigm: one covenant under several administrations. In establishing a distinction between the internal substance and the external administration of the covenant of grace, the Presbyterians managed to maintain the unity of this covenant while admitting a certain disparity between