Effectiveness

"The executive is, first of all, expected to get the right things done. And this is simply saying that he is expected to be effective […] For manual work, we need only efficiency; that is, the ability to do things right rather than the ability to get the right things done. The manual worker can always be judged in terms of the quantity and quality of a definable and discrete output, such as a pair of shoes"

"It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

"Cybernetics insists, also, on a further and rather special condition that distinguishes it from ordinary scientific theorizing: it demands a certain standard of effectiveness."

"It is also very difficult to understand the effectiveness of our actions without measurements."

"Their high expectations for effectiveness were made possible by low expectations of what was to be."

"The effectiveness to be aimed at calls for the application and refinement of all conceivable prognostic techniques for adding to knowledge of the future, including those which can be effectively developed over an ever-wider time scale."

"The ultimate measurement is effectiveness, not efficiency."

"The manager treats ends as given, as outside his scope; his concern is with technique, with effectiveness ."

"Effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character. Efficiency relates to the satisfaction of individual motives and is personal in character."

"It is highly desirable that we have trained persons look at these varied possibilities to compare their effectiveness, and to point the way to sound engineering decisions."

"When a specific desired end is attained we shall say that the action is "effective." When the unsought consequences of the action are more important than the attainment of the desired end and are dissatisfactory, effective action, we shall say, is "inefficient." When the unsought consequences are unimportant or trivial, the action is "efficient."

"Delegation is the dynamics of management; it is the process a manager follows in dividing the work assigned to him so that he performs that part which only he, because of his unique organizational placement, can perform effectively, and so that he can get others to help him with what remains. How can he best share his burden? First, he must entrust to others the performance of part of the work he would otherwise have to do himself; secondly, he must provide a means of checking up on the work that is done for him to ensure that it is done as he wishes."