“Routine tasks… are well-established techniques which are sure to work, and these are applied to essentially similar raw materials, That is, there is little uncertainty about methods and little variety or change in the tasks that must be performed.”

—  Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 75

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Charles Perrow71
American sociologist 1925–2019

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“Nonroutine tasks:… There are few well-established techniques; there is little certainty about methods, or whether or not they will work. But it also means that there may be a variety of different task to perform, in the sense that raw materials are not standardized, or orders for customers ask for many different or custom-made products.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 75

“The Basic Argument In its simplest form, the argument goes like this: when the tasks people perform are well understood, predictable, routine, and repetitive, a bureaucratic structure is the most efficient. Things can be "programmed," to use March and Simon's term. Where tasks are not well understood, generally because the 'raw material' that each person works on is poorly understood and possibly reactive, recalcitrant or self activating. the tasks are non-routine. Such units or organizations are difficult to bureaucratize.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Complex organizations, 1972, p. 166

“The basic proposition is that the greater the uncertainty of the task, the greater the amount of information that has to be processed between decision-makers during the execution of the task. If the task is well understood prior to performing it much of the activity can be preplanned. If it is n~t understood, then during the actual task execution more knowledge is acquired which leads to changes in resource allocations, schedules, and priorities.”

Jay R. Galbraith (1939–2014) American business theorist

Source: Organization design: An information processing view, 1977, p. 21

“The greater the task uncertainty, the greater the amount of information that must be processed among decision makers during task execution in order to achieve a given level of performance.”

Jay R. Galbraith (1939–2014) American business theorist

Source: Designing complex organizations, 1973, p. 4

“Organizations are seen primarily as systems for getting work done, for applying techniques to the problem of altering raw materials - whether the materials be people, symbols or things.”

Charles Perrow (1925–2019) American sociologist

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

“[Task uncertainty is] the difference between the amount of information required to perform the task and the amount of information already possessed by the organisation.”

Jay R. Galbraith (1939–2014) American business theorist

Source: Designing complex organizations, 1973, p. 5

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“When Taylor began his efforts at the Midvale Steel Company in the 1880s, several members of the American Society of Mechanical Engineers were likewise interested in labor management. Industrial capitalism was running up against renewed resistance from the growing ranks of labor, still committed to a sense of work integrity and craftsmanship. Task management, or scientific management as it came to be called, began to take shape in the eighties as the way to break the worker's threatening resistance. The heart of this approach is the systematic reduction of work into discrete, routinized tasks, totally separated from any policy decisions about the job. … For capitalism to be firmly in control, it must monopolize information and techniques as surely as it controls the rest of the means of production. The worker must be permitted only to perform certain specific narrow tasks as planned by management.”

John Zerzan (1943) American anarchist and primitivist philosopher and author

Source: Elements of Refusal (1988), p. 165

Elton Mayo photo

“Little of the old establishment survives in modern industry: the emphasis is upon change and adaptability; the rate of change mounts to an increasing tempo. We have in fact passed beyond that stage of human organisation in which effective communication and collaboration were secured by established routines of relationship. For this change, physico-chemical and technical development are responsible. It is no longer possible for an industrial society to assume that the technical processes of manufacture will exist unchanged for long in any type of work. On the contrary, every industry is constantly seeking to change, not only its methods, but the very materials it uses; this development has been stimulated by the war.”

Elton Mayo (1880–1949) Australian academic

Source: The Social Problems of an Industrial Civilisation, 1945, p. 13; Partly cited in: Lyndall Urwick & Edward Brech (1949). The Making Of Scientific Management Volume III https://archive.org/stream/makingofscientif032926mbp#page/n241/mode/1up, p. 216

Karen Blixen photo

“When you have a great and difficult task, something perhaps almost impossible, if you only work a little at a time, every day a little, suddenly the work will finish itself.”

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Friedrich Hayek photo

“The curious task of economics is to demonstrate to men how little they really know about what they imagine they can design.”

Friedrich Hayek book The Fatal Conceit

Source: 1980s and later, The Fatal Conceit: The Errors of Socialism (1988), Ch. 5: The Fatal Conceit.
Context: Whereas, in fact, specialised students, even after generations of effort, find it exceedingly difficult to explain such matters, and cannot agree on what are the causes or what will be the effects of particular events. The curious task of economics is to demonstrate to men how little they really know about what they imagine they can design.
To the naive mind that can conceive of order only as the product of deliberate arrangement, it may seem absurd that in complex conditions order, and adaptation to the unknown, can be achieved more effectively by decentralizing decisions and that a division of authority will actually extend the possibility of overall order. Yet that decentralization actually leads to more information being taken into account.

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