„Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.“

—  Gareth Morgan, buch Images of Organization

Quelle: Images of Organization (1986), p. 13; Cited in: Morgen Witzel (2011) Fifty key figures management, p. 205

Übernommen aus Wikiquote. Letzte Aktualisierung 3. Juni 2021. Geschichte
Gareth Morgan Foto
Gareth Morgan
Organisationstheoretiker 1943

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Henry Mintzberg Foto
Lewis Mumford Foto

„If we are to prevent megatechnics from further controlling and deforming every aspect of human culture, we shall be able to do so only with the aid of a radically different model derived directly, not from machines, but from living organisms and organic complexes (ecosystems).“

—  Lewis Mumford, buch The Myth of the Machine

The Myth of the Machine (1967-1970), The Pentagon of Power (1970)
Kontext: If we are to prevent megatechnics from further controlling and deforming every aspect of human culture, we shall be able to do so only with the aid of a radically different model derived directly, not from machines, but from living organisms and organic complexes (ecosystems). What can be known about life only through the process of living — and so is part of even the humblest organisms — must be added to all the other aspects that can be observed, abstracted, measured. … Once an organic world picture is in the ascendant, the working aim of an economy of plenitude will be not to feed more human functions into the machine, but to develop further man's incalculable potentialities for self-actualization and self-transendence, taking back into himself deliberately many of the activities he has too supinely surrendered into the mechanical system. <!-- p. 395

„This article [entitled A framework for the comparative analysis of organizations], was one of three independent statements in 1967 of what came to be called "contingency theory." It held that the structure of an organization depends upon (is ‘contingent’ upon) the kind of task performed, rather than upon some universal principles that apply to all organizations. The notion was in the wind at the time.
I think we were all convinced we had a breakthrough, and in some respects we did — there was no one best way of organizing; bureaucracy was efficient for some tasks and inefficient for others; top managers tried to organize departments (research, production) in the same way when they should have different structures; organizational comparisons of goals, output, morale, growth, etc., should control for types of technologies; and so on. While my formulation grew out of fieldwork, my subsequent research offered only modest support for it. I learned that managers had other ends to maximize than efficient production and they sometimes sacrificed efficiency for political and personal ends.“

—  Charles Perrow American sociologist 1925 - 2019

Charles Perrow, in "This Week’s Citation Classic." in: CC, Nr. 14. April 6, 1981 (online at garfield.library.upenn.edu)
Comment:
The other two 1967 publications were Paul R. Lawrence & Jay W. Lorsch. Organization and environment. Cambridge, MA: Harvard University Press, 1967, and James D. Thompson. Organizations in action. New York: McGraw-Hill, 1967.
1980s and later

Robert LeFevre Foto

„So the thing I object to about government isn't its organizational feature. Organization has to be accomplished. It is the coercive nature of government organization. My argument is that we can organize better without coercion.“

—  Robert LeFevre American libertarian businessman 1911 - 1986

Rampart Institute, (Society for Libertarian Life edition), from 1977 speech, p. 8.
Good Government: Hope or Illusion? (1978)

Henry Mintzberg Foto
Herbert A. Simon Foto

„We are organization watchers in our role as citizens. Increasing attention has been fixed in recent years upon the functioning of society’s organizations: its large corporations and its governments. Hence this could also be described as a book for Everyman–for it proposes a way of thinking about organizational issues that concern us all.“

—  Herbert A. Simon American political scientist, economist, sociologist, and psychologist 1916 - 2001

Simon (1975, p. ix); As cited in Stefano Franchi(2006) " Herbert simon, anti-philosopher http://cleinias.org/sites/default/files/Simon-anti-Philosopher-preprint.pdf." Computing and Philosophy. p. 34.
1960s-1970s

William H. Starbuck Foto
Herbert Spencer Foto

„The blindness of those who think it absurd to suppose that complex organic forms may have arisen by successive modifications out of simple ones becomes astonishing when we remember that complex organic forms are daily being thus produced.“

—  Herbert Spencer English philosopher, biologist, sociologist, and prominent classical liberal political theorist 1820 - 1903

The Development Hypothesis (1852)
Kontext: The blindness of those who think it absurd to suppose that complex organic forms may have arisen by successive modifications out of simple ones becomes astonishing when we remember that complex organic forms are daily being thus produced. A tree differs from a seed immeasurably in every respect... Yet is the one changed in the course of a few years into the other: changed so gradually, that at no moment can it be said — Now the seed ceases to be, and the tree exists.

„The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the rebirth of the organization.“

—  Kenneth D. Mackenzie American management consultant 1937

Kenneth D. Mackenzie (1986), Organizational design: the organizational audit and analysis technology. p. 154

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