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Title: Parkinson's Law, and Other Studies in Administration by Cyril Northcote Parkinson ISBN: 0-395-08068-1 Publisher: Houghton Mifflin Co Pub. Date: October, 1957 Format: Hardcover List Price(USD): $7.95

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Summary: Glittering Generalities and Subtle Humor
Comment: "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.