“A technique for treating large, complex organizations;”

Sociology and modern systems theory (1967)

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Walter F. Buckley36

American sociologist 1922–2006

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 915

“The vulgarization of Darwinism that sees the "struggle for existence" as nothing but the competition for some environmental resource in short supply ignores the large body of evidence about the actual complexity of the relationship between organisms and their resources.”

Richard C. Lewontin (1929) American evolutionary biologist

" It’s Even Less in Your Genes http://www.nybooks.com/articles/archives/2011/may/26/its-even-less-your-genes/," The New York Review of Books, 26 May 2011 <br class="br">Review of The Mirage of a Space Between Nature and Nurture by Evelyn Fox Keller.

“The hardest lesson for humans to learn: that organic complexity will entail organic time.”

Kevin Kelly (1952) American author and editor

Out of Control: The New Biology of Machines, Social Systems and the Economic World (1995)

“CONSIDERABLE attention has recently been devoted to understanding behavior in large organizational systems. Although some of this work has been based on research, it has more typically been general theorizing with little support from research data. Our interest in examining complex organizations is to study more systematically and empirically their internal functioning in relation to the demands of the external environment on the organization and the ability of the organization to cope effectively with these demands, contributing to a theory of the functioning of large organizations based on empirical research.”

Paul R. Lawrence (1922–2011) American business theorist

Source: "Differentiation and integration in complex organizations," 1967, p. 2

“The inevitable counterpart of specialization is organization. This is what brings the work of specialists to a coherent result. If there are many specialists, this coordination will be a major task. So complex, indeed, will be the job of organizing specialists that there will be specialists on organization and organizations of specialists on organization. More perhaps than machinery, massive and complex business organizations are the tangible manifestation of advanced technology.”

John Kenneth Galbraith book The New Industrial State

Source: The New Industrial State (1967), p. 16

“No technique is possible when men are free. … Technique requires predictability and, no less, exactness of prediction. It is necessary, then, that technique prevail over the human being. … The individual must be fashioned by techniques … in order to wipe out the blots his personal determination introduces into the perfect design of the organization.”

Jacques Ellul book The Technological Society

Source: The Technological Society (1954), p. 138

“We are confronted with problems of organized complexity… organization runs through all levels of reality and science.”

Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher

Source: 1960s, Robots, Men and Minds (1967), p. 58. as cited in: Doede Keuning (1973) Algemene systeemtheorie. p. 185

“Subject. A Subject is a mechanism for guiding a reader (analyst, problem domain expert, manager, client) through a large, complex model. Subjects are also helpful for organizing work packages on larger projects, based upon initial OOA investigations.”

Ed Yourdon (1944–2016) American software engineer and pioneer in the software engineering methodology

Source: Object-oriented design (1991), p. 106.

“Whether your organization is a large corporate entity or a small business with only a few employees, a winning team is born the day leaders purpose to make people feel that they are significant an that their work has value by treating them with dignity and respect.”

Don Soderquist (1934–2016)

Don Soderquist “ The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company https://books.google.com/books?id=mIxwVLXdyjQC&lpg=PR9&dq=Don%20Soderquist&pg=PR9#v=onepage&q=Don%20Soderquist&f=false, Thomas Nelson, April 2005, p. 54. <br class="br">On Creating Teamwork

“The technique of management, in its human relationships, can be best described as the technique of handling or managing people, which should be based on a deep and enlightened human understanding. The technique of organization may be described as that of relating specific duties or functions in a completely coordinated scheme. This statement of the difference between managing and organizing clearly shows their intimate relationship. It also shows, which is our present purpose, that the technique of organizing is inferior, in logical order, to that of management. It is true that a sound organizer may, because of temperamental failings, be a poor manager, but on the other hand it is inconceivable that a poor organizer may ever make a good manager… The prime necessity in all organization is harmonious relationships based on integrated interests, and, to this end, the first essential is an integrated and harmonious relationship in the duties, considered in themselves.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 14-15; As cited in: Morgen Witzel (2003) Fifty Key Figures in Management. p. 197-8

“A technique for treating large, complex organizations;”

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Walter F. Buckley36

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