Harvard Business School - Yearbook (Boston, MA)

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CGNTROL fLcft to Rightj: Arlblfr ll7m'reu I-Imlmal, M.B.A,,, A.M., LL.B., LiU.D.,' Profermr of Accofmling. Cbarler A71d7'Z'J'J'6ll Bliixr, Ph.D.,' Profeixrm' of Bzzrinerr Admizziflrrzlion. Control is the quantitative approach to administrative problems. The objective of this segment of the Elements of Ad- ministration program is two-fold: first, to blend with the other first-year courses in developing management skill , sec- ond, to implant in the future administra- tor the seeds of technical proficiency. Con- trol introduced us to charts, graphs, tabu- lations, statistics, and accounting as meth- ods of communicating the business facts upon which decisions are built. Emphasis was placed on achieving familiarity with numbers, and this familiarity included the ability to recognize and to interpret the events and decisions behind the numbers. By the end of the year we had gained in management skill , had been equip- ped with the tools for qualitative analysis, had learned how to use those tools, and had become aware of their limitations. CLeft to Righty: Rll.l'.l'EH H. Ha,r,rler, A.M., C.P.A.,' Armcfzzfe Pl'0fC'.f.l'0l' of Acmmzling. Roy: Gmbfwz Walker, A.B.,' Profeixrm' of B11.riz1e,r.r Arlfzlizziflrnliozz. George Kozmelrky, A.B., M.B.A,,' I17.fl1wrlo1' in B11.ii17e.r.r Aduliflirlrnlion.

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MARKETING The goods and services of business enterprises must somehow reach the ulti- mate consumer. The how and the how much of the distribution process is the concern of the first year work in Market- ing. In our marketing studies we were given an opportunity to look into the mer- chandising, distribution, and promotion problems of a great variety of firms - of manufacturers and retailers, wholesalers and agents, and the many forms of busi- ness which fit in between. Their prod- ucts and their problems are widely dif- ferent - almost as widely divergent as their marketing practices. Free of the daily entanglements of the actual business managers, we were able to look at spe- cific situations and develop a method of analysis - to learn some means by which an effective integration could be achieved between the producer of a good or service and the ultimate consumer. fLcft to Rightj: William Knrbel, 1lI.5., M.B.A.,' Research A.l1f'f.l'lf1llf. Mrzfmlfzl Perriue McNair, A.M.,' Profe.r,rm' of Markelizlg. fLeft to Righty: fame: William Clzllilon, A.B., D.C.S.,' Armriale Profeffor of Bll.l'fll6J'.I' Adfzlizzixlmliou. Eduvzrd Roberl Barlow, A.B., M.B.A,,' A.l'.l'iJ'fdl1l Pr0fe.r,r0r of B11,riz1e.i1f Adminirlmfiozz. Harry L0llfJ' I-lmuezl, S,B.,, D.C.5.,' Afxorifzle PI'0f6.l'J'0l' of Bllyizzeu AtJlllfIIf.l'fI'!lfi0Il. A

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DMINISTRATIVE PRACTICES Decisions, to be effective, must be translated into action through people. While other segments of the first-year program developed our abilities to make good decisions, Administrative Practices emphasized the necessity of working well with people. In order that we might gain the ability to respond intuitively to partic- ular situations, Ad Prac pointed out the nature of human relationships within or- ganizations, directed our attention to the economic, social, and other types of in- centives, placed emphasis on the import- ance of effective communication, and, most important of all, forced us to rec- ognize our own disabling notions and preconceptions . In the end, we had learned that good analyses and decisions are pointless unless they can be made into objectives - objectives which are accept- able to the people with and through whom we must work. Edmund Philip Learned, AM., D,C,S Profeixfor of BllJ'ill?.fJ' Admizziflralion. fLeft to Rightj: Kemzelh Richmoml AlIdI'61U.f, Ph.D,,' Aiiriflazzt Profe.r.i'or of BlI.fiII6J'.l' Admizziriraliofz. Charles Intro Gmgg, A.B., D.C.S.,' Profe.r.ror o f B11.ri11eJ.r Adfzlifzixlrafiou, fofeph Camzofz Bailey, Ph.D,, Lei'mrer on Hmmm Relaliom. john Dermozzd Glover, Ph,B., M,B.A,, Ph,D., Arriilmzl Professor of Bnrinerr Admifliflmlion.