Harvard Business School - Yearbook (Boston, MA)

Page 25 text:

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.

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.

Page 26 text:

The odd IIIOIIIEIILT of lbe firfl year were .rpefil flicking-iff: and l1IlXi0ll.l'fy .lflllllljllg rlfrrf .rcbed11le.r, having zz pm!-z'ln.r.r, f0J'f-IIIONIHII wilb flue profe.r.rm'.r lo reconcile your .mlmiozz wifb lhe 'lrrbool J'0lllfi0I1U, or dropping-in fo clml wilb lbe demzr. EA GE ERAL Inaugurated in September, 1948, as a separate course, EA General seeks to develop skill in the analysis of business problems which cut across all the areas of study of the first year Elements of Administration program into a related and meaningful totality. Through EA General we came to sense that the capable administrator is not a technical specialist but rather a coordinator of men's varied eHorts. Thus, he must be conversant with all phases of a business operation and know how to link one with the other. Moreover, the wise administrator, we discovered, understands how to realize the best contributions of many minds. Case discussion promoted stimulating and ofter heated debate from which arose a synthesis of ideas superior to the individual parts. And there lies one of the most valuable lessons learned through the year: the importance - the necessity - of group discussion. All in all, the course was tough, was a consumer of endless time, was even frustrating at times, but for the sufficiently durable and persistent it proved to be one of the more significant experiences of the first year. 23