Harvard Business School - Yearbook (Boston, MA)

Page 24 text:

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.

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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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PUBLIC RELATICDNSHIPS AND RESPONSIBILITIES Public Relationships and Responsibilities, while intangible, must be an integral part of policy. A wise administrator, we learned, must consider the probable demands of government, trade unions, and political and social groups as well as legal restrictions. The mechanism of social change was emphasized. The development of anti- trust laws over the last flfty years, for example, was examined in the light of dynamic social values. In many Supreme Court decisions we found that the failure of business to sense changing public opinion forced government action. Considering the world-wide shift to the left, many of us left P. R. 84 R. with the realization that unless business actively atttempts to satisfy the growing public demands for greater economic security, there is the danger that government, reinforced by public opinion, will legislate such responsi- bility. fLeft to Rightj : Cbgzrler Infro Gmgg, A.B., D.C.S.,' Professor of Bll.ff7I6'.I'.f Adnziniflmliorz. Edwin Raymond Corey, A.B., M.B.A., M.A.,' Imlrnrlor in Buxinerf Aa'n1ini.rfrafion. Richard Stockton Merianz, A.B., Pb.D,,' Proferror of Bnfineii Eronofnirr. Lincoln Gordon, A,B., Dr.Pbil.,' Profeimr of Governmenf and Adnlinirfmlion.