Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Contexte: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.
Tom Burns: Citations en anglais
Source: The Management of Innovation, 1961, p. 125
Contexte: We have endeavored to stress the appropriateness of each system to its own specific set of conditions. Equally, we desire to avoid the suggestion that either system is superior under all circumstances to the other. In particular, nothing in our experience justifies the assumption that mechanistic systems should be superseded by organic in conditions of stability. The beginning of administrative wisdom is the awareness that there is no one optimum type of management system.
Source: The Management of Innovation, 1961, p. 21
The Management of Innovation, 1961
Source: The Management of Innovation, 1961, p. 21
Source: The Management of Innovation, 1961, p. 96, as cited in: Richard Whittington (2014), Corporate Strategies in Recession and Recovery, p. 40
Source: The Management of Innovation, 1961, p. 5-6
Source: The Management of Innovation, 1961, p. 123
