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Frases de Alfred D. Chandler

Alfred D. Chandler, Jr foi um professor de Administração e História Económica na Harvard Business School.

A estrutura organizacional corresponde ao desenho da organização e sua sinergia a que envolve 4 fases:

• Acumulação de recursos;

• Racionalização do uso de recursos;

• Continuação do crescimento;

• Racionalização do uso dos recursos em expansão.

Fez pesquisas exaustivas das empresas norte-americanas em actividade no período entre 1850 e 1920, que foram a base da maior parte do seu trabalho posterior e deram origem a uma nova forma de ver a gestão - a abordagem contingencial.

Depois de se licenciar em Harvard, tornou-se um historiador no MIT. Mais tarde, foi professor de História na Johns Hopkins University e, a partir de 1971, professor de História Económica na Universidade de Harvard.

Chandler foi o primeiro teórico a defender a criação de um plano estratégico antes da elaboração de uma estrutura organizacional, ou seja, a estratégia deve preceder a estrutura. Teorizou também o conceito de descentralização nas grandes empresas, em voga nos anos 1960 e 70, defendendo que a vantagem das empresas multidivisionais era o facto de estas permitirem que os executivos de topo deixassem de ser os únicos responsáveis pelo destino de uma empresa e passassem a ter responsabilidades mais rotineiras, ganhando tempo para se dedicarem a outras tarefas e passando a assumir o compromisso de um planeamento a longo prazo. Defendeu também a necessidade de coordenar o planeamento estratégico das sedes com as políticas das unidades de negócio.

Chandler estudou meticulosamente o surgimento de estruturas organizacionais mais elaboradas em seu livro The Visible Hand.

Recebeu o Prémio Pulitzer de História em 1978 por The Visible Hand: The Managerial Revolution in American Business.

Chandler faleceu em Massachusetts aos 88 anos de idade. Wikipedia  

✵ 15. Setembro 1918 – 9. Maio 2007
Alfred D. Chandler: 14   citações 0   Curtidas

Alfred D. Chandler: Frases em inglês

“Effective coordination of throughput required the placing of vigorous management controls over these despots.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 266; Cited in: Best (1990, p. 56).

“The swift victory of the railway over the waterway resulted from organizational as well as technological innovation. Technology made possible fast, all-weather transportation; but safe, regular, reliable movement of goods and passengers, as well as the continuing maintenance and repair of locomotives, rolling stock, and track, roadbed, stations, roundhouses and other equipment, required the creation of a sizable administrative organization. It meant the employment of an administrative command of middle and top executives to monitor, evaluate, and coordinate the work of managers responsible for the day-to-day operations. It meant, too, the formulation of brand new types of internal administrative procedures and accounting and statistical controls. Hence, the operational requirements of the railroads demanded the creation of the first administrative hierarchies in American business.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 87.

“Multi-unit business enterprise replaced small traditional enterprise when administrative coordination permitted greater productivity, lower costs, and higher profits than coordination by market mechanisms.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 6.

“The systems and controls developed at the armory were as critical to the development of what became known as the 'American System of Manufacturing' as the new metalworking machinery and machine tools.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 75.

“The minutest details of cost of materials and labor in every department appeared from day to day and week to week in the accounts; and soon every man about the place was made to realize it. The men felt and often remarked that the eye of the company were on them through the books.”

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Alfred D. Chandler, Jr.

Bridge (1903, p. 85), cited on p. 268; Cited in: Best (1990, p. 63).
The Visible Hand (1977)

“Strategy can be defined as the determination of the long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals”

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Alfred D. Chandler, Jr.

Chandler (1962) Strategy and Structure. p. 13.

“In the 1850s and 18605 the modern commodity dealer who purchased directly from the farmer and sold directly to the processor took over the marketing and distribution of agricultural products. In the same years the full-line, full-service wholesaler began to market most standardized consumer goods. Then in the 1 870s and 188os the modern mass retailer — the department store, the mail-order house, and the chain store — started to make inroads on the wholesaler's markets.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 209.

“The market remained the generator of demand for goods and services, but modern business enterprise took over the functions of coordinating flows of goods and services through existing processes of production and distribution, and of allocating funds and personnel for future production and distribution. As modern business enterprise acquired functions hitherto carried out by the market, it became the most powerful institution in the American economy and its managers the most influential group of economic decision makers. The rise of modern business enterprise in the United States, therefore, brought with it managerial capitalism.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 1.

“To maintain and continue a high volume of flow demanded organizational innovation. It would be achieved only by creating an administrative hierarchy operated by many full-time salaried managers.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 236; Cited in: Best (1990, p. 48).

“Men's mind and abilities grow and expand with use of responsibilities.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 181; Cited in: Best (1990, p. 61).

“In most British enterprises senior executives worked closely in the same office building, located in or near the largest plant, having almost daily personal contact with, and thus directly supervising middle and often lower-level managers. Such enterprises had no need for the detailed organization charts and manuals that had come into common use in large American and German firms before 1914. In these British companies, selection to senior positions and to the board depended as much on personal ties as on managerial competence. The founders and their heirs continued to have a significant influence on top-level decision-making even after their holdings in the enterprise were diminished.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 242.

“Modern factory management (but not it must be stressed the management of large modern multi-unit enterprises) had the genesis in the United States in the Springfield Armory.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 75; Cited in: Best (1990, p. 32).

“Increase on productivity and decrease in unit costs (often identified with economies of scale) resulted far more from the increases in the volume and velocity of throughput then from a growth in the size of the factory and plant.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 281; Cited in: Best (1990, p. 48).

“Complete accountability is established and enforced throughout; and if there there is any error committed, it will be discovered on a comparison with the books and can be traced to its source.”

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Alfred D. Chandler, Jr.

Fonte: The Visible Hand (1977), p. 74; Cited in: Michael H. Best (1990) The New Competition: Institutions of Industrial Restructuring. p. 36.