Parkinson's Law

Rating:
Summary: ONE OF ONLY TWO ESSENTIAL BOOKS ON MANAGEMENT
Review: "Work expands so as to fill the time available for its completion." Another way of saying "people spend what they can afford". That statement makes certain simplifying assumptions in describing the action. Parkinson claims that Administrator A will, when overworked, call for subordinates C and D. And each of these, when overworked, call for two subordinates. Perhaps only a third subordinate E is more likely to be hired? Unless its a monopoly running on a "cost plus" economy.

The increase in Admiralty officials may be due to political decisions that reflect the feudal system and its pride in larger numbers. This increase from 1914 to 1928 may reflect the rise needed for The Great War, and a reluctance to cut back afterwards.

The author notes the growth in the Colonial Office from 1935 to 1954, while the size of the Empire decreased. But it assumes there was no longer any involvement in the colonies, and no new work assigned to them. Perhaps a need for political appointees?

In Chapter Four the author discusses the optimal number of members in a committee: somewhere between 3 and 21. Assume a committee meets to do work, not to make work. There is a limited number of hours in a day; if each member speaks for 15 minutes, then 12 will take up half a work day. Time constraints will limit the number who will speak; those who only listen can be given a printed report. Somebody must control the topics and meeting.

Chapter Five answers the question: why are students of the "Liberal Arts" generally considered for top positions? The answer is the adoption of the Chinese system for competitive examinations. Those with a Classics background were perceived as fittest to rule; those with a scientific background were perceived as followers. The author does not discuss the class differences usually covered by this distinction. His comments on advertising positions is interesting, but ignores the fact that an acceptable candidate may chose another firm. His final advice on choosing a Prime Minister is not always followed.

Chapter Six claims the health of an institution can be gauged by its buildings, and cites St. Peter's in Rome. A more modern edition might cite the former AT&T and IBM buildings in midtown Manhattan, instead of the Palace of Nations in Geneva. But office buildings are recyclable commodities. A monumental edifice can be the mausoleum of an organization. Does this apply to the Department of Agriculture building in Washington?

Chapter Seven shows his wit and powers of observation by summarizing the cocktail parties that he attended. Chapter Eight discusses the question of why organizations decline. One way to judge an organization is by the quality of their cafeteria. Chapter Ten claims the compulsory retirement age is set at 3 years past the age when people begin to decline. More simplifying assumptions and playing with numbers? If not, what objective facts were used to arrive at this conclusion?

The value of this book is its observations on the common activities that are not often studied.

Rating:
Summary: Management for dummies
Review: Ever wondered why there are never 8 people on a committee ?

Have you ever seen big stupid decision go smoothly and small obvious ones get bogged down in a quagmire until finally everybody just gives up ?

This classic text tells you why.

Rating:
Summary: Do you understand the things or are you a moron?
Review: Hi,

This is one of the best and most valuable books (with balls) I ever read, about the only things that matters in the live of the adult - I mean your freedom.

Learn how government evolves to the killing machine (I experience that) or why you must fight with the all nonsense bureaucracy.

It just shows the fundamental mechanisms and threats you found and will find in your contacts with bureaucratics machine.

Not only worth of reading - read it and advertise to all you care about...

Like even more fun? (and rage) - read "The adventures of Jonathan Gullible" by Ken Schoolland. Then we'll can talk ;-)

Rating:
Summary: Parkinson Isn't The Enemy After All
Review: I've always considered Parkinson's Law to be the chief weapon of inept managers who "schedule aggressively" in an attempt to squeeze blood from stones, and thus compromise their project's effeciency, morale, and the like. After reading this book I've discovered that Parkinson's Law is *not* the often misquoted "Work expands so as to fill the time available for its completion" but (paraphrasing:) "the number of administrators in an organization will grow at a steady rate irrespective of the amount of work that organization needs to do." Not only does Parkinson never suggest that we should "schedule aggressively" (he never suggests that work can contract indefinitely no matter how little time is made available), he ridiculues nice offices, large meetings, top-heavy management, insecure leadership, penny-wiseness and pound-foolishness, typical hiring practices, and more.

While reading most of this book I had a wry grin on my face, and I laughed loud belly laughs at a couple of points. My only complaints stem from the last two chapters, which indulged in both racism and ageism, respectively. I only skimmed those. Still, an enjoyable and motivational read, and useful knowledge when confronted by a manager who thinks of themself as Parkinsonian but hasn't actually read (or understood) Parkinson.

Rating:
Summary: Great wisdom in a small package
Review: Parkinson's Law briefly stated is that 'work expands so as to fill the time available for its completion.' If it doesn't seem that an entire book could be written about this thesis then you haven't encountered the imaginative genius and the stinging comic wit of C. Northcote Parkinson. He is able to use this little insight as an analytic tool to expose much of what is wrong with organizations and why much in both business and government seems at odds with common sense. For example, why the British Colonial Office has grown in number of employees as the actual number of colonies declined - so that it employed more people when the number of colonies had been reduced to zero than when they were at their highest number. Witty, brilliant and always right on the money, Parkinson can make what should be deadly dull - a description of bureaucracy - into a delightful excursion through the halls of pompus human folly. Really great stuff. This book is a classic and can be read and reread with great pleasure.

Rating:
Summary: Overly simplistic, Fun, but...
Review: This book attempts to decrypt the enigma of hierarchies in a far too simplistic manner. One sentence to describe the whole book would be 'we keep getting promoted at work because we know how to do the job we are assigned, and stop getting promoted when we don't know how to'. The book is elaborate with supporting arguments.

One concept this book seem to assume is, all of us have a set of competencies and it is fixed. That is why we stop growing. But, in reality our skills continue to improve throughout our life time. Hence, accepting Peter Principle as a fact may be detrimental to our career, thus fulfilling his prophecy. I choose to accept his principle as a fact, only if I stop expanding my competencies (probably by freezing my brain). If I keep expanding my competencies, there is nothing but endless growth for everyone.

Rating:
Summary: The sine qua non of rules that organizations live by!
Review: This is one of more seminal books ever written. Once you read it you will NEVER again look at time management, the British Admiralty, a Board Meeting or a cocktail party in the same way. "Work expands to fill the time allotted to its completion" is the first and most famous rule, but the others (and the stories that illustrate them) are just as hilarious and dead on. Run, don't walk, to get this book, and you will be quoting and remembering it for the rest of your life.

While you're at it (and if you have a really dry, British and warped sense of humor), don't forget to check out "Gamesmanship" and "Lifemanship" by Stephen Potter.

Rating:
Summary: A "must read" for managers and industrial engineers.
Review: This is timeless wisdom regarding the use of time, the wasting of time, empire building, and the misuse of ego. The book is fun to read.I have read this book several times since circa 1965; and the examples that Parkinson uses seem just as pertinent today as they did when he wrote them. If a young manager can grasp the significance of Parkinson's famous law regarding time available to complete a job and his Law describing a budget meeting, the young person will have a pithy tool for analyzing day to day work activities.