Philip Selznick citations (20 citations)

Philip Selznick, quoted in Charles Perrow (1960, p.4), as cited in: Owen A. Jones. The Sources of Goal Incongruence in a Public Service Network. 2013. p. 35-36

“To institutionalize is to infuse with value beyond the technical requirements of the task at hand. The prizing of social machinery beyond its technical role is largely a reflection of the unique way in which it fulfills personal or group needs. Whenever individuals become attached to an organization or a way of doing things as persons rather than as technicians, the result is a prizing of the device for its own sake. From the standpoint of the committed person, the organization is changed from an expendable tool into a valued source of personal satisfaction.”

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Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 17

“An organization is a group of living human beings. The formal or official design for living never completely accounts for what the participants do. It is always supplemented by what is called the “informal structure,” which arises as the individual brings into play his own personality, his special problems and interests. Formal relations co-ordinate roles or specialized activities, not persons.”

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Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 8

“[Formal structures of formal organizations] never succeed in conquering the non-rational dimensions of organizational behavior.”

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Philip Selznick

Source: "Foundations of the Theory of Organization," 1948, p. 25

“The term “leadership” connotes critical experience rather than routine practice.”

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Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 48

“Leadership, pure and simple, is the assumption of responsibility for the pursuit of excellence in group life.”

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Philip Selznick

Attributed to Selznick in: Kobi Yamada, ‎Dan Zadra, ‎Steve Potter (2003), Everyone Leads,

“[Even if established procedures exist for replacing leaders, ] they are relatively harmless to the entrenched leaders (because functionless) so long as the ranks fear the consequences of using them”

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Philip Selznick

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 52; As cited in: Howard E. Aldrich (2008), Organizations and Environments. p. 209

“Institutionalization is a process. It is something that happens to an organization over time, reflecting the organization’s own distinctive history, the people who have been in it, the groups it embodies and the vested interests they have created, and the way it has adapted to its environment.”

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Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 34 (in 2011 edition)

“The action of the officials tends to have an increasingly internal relevance, which may result in the deflection of the organization from its original path, which, however, usually remains as the formally professed aim of the organization.”

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Philip Selznick

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 51

“Trade unions, governments, business corporations, political parties, and the like are formal structures in the sense that they represent rationally ordered instruments for the achievement of stated goals.”

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Philip Selznick

Source: "Foundations of the Theory of Organization," 1948, p. 25

“There seems to be little doubt that the factor of sheer size is a very important element in concrete bureaucratic structures. However, because of the patterns exhibited in the behavior of agents in small organized groups and because of the implications for greater generality, the formulation used here does not make the factor of size crucial for the existence of bureaucratic behavior patterns.”

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Philip Selznick

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 50

“The institutional leader, then, is primarily an expert in the promotion and protection of values.”

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Philip Selznick

Source: Leadership in Administration: A Sociological Interpretation, 1957, p. 28

“Running an organisation… generates problems, which have no necessary (and often an opposed) relationship to the professed or "original" goals of the organization. The day-to-day behaviour of the group becomes centered around specific problems and proximate goals, which have primarily an internal relevance. Then, since these activities come to consume an increasing proportion of the time and thoughts of participants, they are-from the point of view of actual behaviour – substituted for the professed goal.”

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Philip Selznick

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 48; as cited in: Owen A. Jones. The Sources of Goal Incongruence in a Public Service Network. 2013. p. 23