Charles Perrow: Organ (page 2)

Charles Perrow was American sociologist. Explore interesting quotes on organ.
Charles Perrow: 142   quotes 0   likes

“Since organizations are established to do something, to perform work directed to some end, all organizations have goals – some implied, some explicit.”

Charles Perrow

Source: 1970s, Complex organizations, 1972, p. 133

“While [bureaucratic] solutions have been frequently criticized by those within and without the organization, no alternative way has been found to cope with the problem of organizing large numbers of people to produce goods and services efficiently.”

Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 90

People , Way , Problem

“What do individuals or groups of similarly hope to gain from participation in the affairs of the organization? Or, to use an awkward phrase we shall reiterate frequently, what are the uses to which they put the organisation?”

Charles Perrow

Source: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 16

Hope

“All complex organizations use people to pursue their tasks, but people-changing organizations work not only with or through people but also on them. People constitute the raison d'etre of these organizations, and, and, as our label suggests, the desired product is a new or altered person. People-changing organizations can be contrasted with organizations that produce, distribute, or service inanimate objects or symbols. The latter may have important consequences for their members' statuses, role-orientations, identities, and personalities, but these alterations are usually incidental, personal, or instrumental. In people-changing organizations the alterations re the primary end. Conceived in this way, the term "people-changing" encompasses a broad variety of organizations, ranging from the monastery (which cleanses the soul while teaching the outward signs of grace) to Menninger's (which restructures the personality), and even to the House of Venus”

Charles Perrow

which reshapes buttocks and identity simultaneously
Source: 1960s, Organization for treatment, 1966, p. 3

People , Way , Soul , Change

“From one point of view, structure is a part of technology; for example the spread of the bureaucratic form of organization might be said to be the most profound technological innovation in the last 3 or 4 centuries.”

Charles Perrow

Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 914

Parting

“Most social scientists consider the non-bureaucratic, or nonroutine organization to be good and the bureaucratic or routine organization to be bad (it impedes progress, is old- fashioned, is hard on its employees, etc.). But this judgment is debatable.”

Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 83

Fashion

“Operative goals designate the ends sought through the actual operating policies of the organization; they tell us what the organization actually is trying to do, regardless of what the official goals say are the aims.”

Charles Perrow

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

“Organizational theorists, at least since the pioneering work of Burns and Stalker, 1961 and Joan Woodward, 1965 and others in what came to be called the contingency school, have recognized that centralization is appropriate for organizations with routine tasks, and decentralization for those with nonroutine tasks. For an early statement see Perrow 1967, and Lawrence and Lorch, 1967.”

Charles Perrow book Normal Accidents

Source: 1980s and later, Normal Accidents, 1984, p. 334

School

“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

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

Way , Support , Thinking , Learning

“In a modern society, where large organizations have acquired unprecedented importance, social scientists have increasingly sought to understand the nature of organizational goals - what they are, what shapes or determines them, what their impact is upon the environment, and how they change.”

Charles Perrow

Perrow (1968), "Organizational goals," in: International Encyclopedia of the Social Sciences. New York: The Macmillan Co. p. 305
1960s

Understanding , Nature , Change

“Official goals are the general purposes of the organization as put forth in the charter, annual reports, public statements… Official goals are purposely vague and general and do not indicate two major factors which influence organizational behavior: the host of decisions that must be made among alternative ways of achieving official goals, and the priority of multiple goals and the many unofficial goals pursued by groups within the organization.”

Charles Perrow

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

Way , Behavior , Decision

“I consider all large organizations troublesome, including governmental and nonprofit organizations. They concentrate power in the hands of their top management; the larger the organization, the greater the power being concentrated. There are degrees of concentration of course, and some large organizations are so disorganized that they lose much of their potential power. But size is generally correlated with these kinds of power: By deciding where to locate they determine economic opportunities for some communities and deny it to others. Their hiring decisions affect the life chances of people, and can, unless checked, favor religious, ethnic, racial, and political affiliations. As consumers of resources, they can favor certain producers over others, and not necessarily on the grounds of “efficiency.””

Charles Perrow

They can mobilize political resources to insure favored treatment better than small organizations.
Charles Perrow, in: " Organizational Efficiency vs. Power: An Email Interview with Professor Charles Perrow http://blogs.gonomad.com/blog/2005/10/organizational-efficiency-vs-power-charles-perrow.html." blogs.gonomad.com, Oct. 2005.
1980s and later

Life , People , Communication , Decision

“Techniques are performed upon raw materials. The state of art of analyzing the characteristics of the raw materials is likely to determine what kind of technology will be used. (Tools are also necessary, of course, but by and large, the construction of tools is a simpler problem than the analysis of the nature of the material and generally follows the analysis.) To understand the nature of the material means to be able to control it better and achieve predictability and efficiency in transformation. We are not referring here to the 'essence of the material, only the way the organization perceives it to be … The other relevant characteristic of the raw material, besides the understandability of Its nature, is Its stability and variability; that is, whether the material can be treated in a standardized fashion or whether continual adjustment to it is necessary. Organizations uniformly seek to standardize their raw material In order to minimize exceptional situations. This is the point of de-individualizing processes found in military academies, monasteries and prisons, and the superiority of the synthetic shoe material Corfam over leather.”

Charles Perrow

Source: 1960s, "A Framework for the Comparative Analysis of Organizations", 1967, p. 195

Art , Shoe , Way , Fashion

“The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous definition. Yet a definition of goals is necessary and unavoidable in organizational analysis. Organizations are established to do something; they perform work directed toward some end.”

Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 133

“The less the expertise, the more direct the surveillance, and the more obtrusive the controls. The more the expertise, the more unobtrusive the controls. The best situation of all, though they do not come cheap, is to hire professionals, for someone else has socialized them and even unobtrusive controls are hardly needed. The professional, the prima donna of organizational theory, is really the ultimate eunuch - capable of doing everything well in that harem except that which he should not do, and in this case that is to mess around with the goals of the organization, or the assumptions that determine to what ends he will use his professional skills.”

Charles Perrow

Charles Perrow, "Is business really changing?." Organizational Dynamics 3.1 (1974): 31-44.
1970s

“The power structure will generally dictate the operative goals of the organization.”

Charles Perrow

Charles Perrow (1963). "Goals and Power Structures: A Historical Case Study." In: E. Friedson, (Ed.), The Hospital in Modern Society. New York: The Free Press, p. 114
1960s

“Organization theory…has been altogether too accommodating to organizations and their power.”

Charles Perrow

Source: 1970s, Complex organizations, 1972, p. iii

“Bureaucracy is a dirty word, both to the average person and to many specialists on organizations. It suggests rigid rules and regulations, a hierarchy of offices, narrow specialization of personnel, an abundance of offices or units which can hamstring those who want to get things done, impersonality, resistance to change.
Yet every organization of any significant size is bureaucratized to some degree or, to put it differently, exhibits more or less stable patterns of behaviour based upon a structure of roles and specialized tasks. Bureaucracy, in this sense, is another word for structure.”

Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 50

Sense , Change , Personality

“Product of complex interactions within and between the organization’s social structure, leadership groups and environment. … They are never static but subject to continual pressure and changes over time.”

Charles Perrow

Source: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 2

Change , Time