“Any approach to the study of organizations is built on specific assumptions about the nature of organizations and how they are designed and function.”

— Karl E. Weick

R.L. Daft, Karl E. Weick. "Toward a model of organizations as interpretation systems," Academy of management review, 1984.
1980s-1990s

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Karl E. Weick30

Organisational psychologist 1936

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. 11

“Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile.”

Robert E. Machol (1917–1998) American systems engineer

Source: System Engineering (1957), p. 514; As cited in: Joseph E. Kasser (2010) " Seven systems engineering myths and the corresponding realities http://www.synergio.nl/media/59286/7_myths_of_se.pdf"

“Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. vii

“Artificial Life (``AL or ``Alife) is the name given to a new discipline that studies "natural" life by attempting to recreate biological phenomena from scratch within computers and other "artificial" media. Alife complements the traditional analytic approach of traditional biology with a synthetic approach in which, rather than studying biological phenomena by taking apart living organisms to see how they work, one attempts to put together systems that behave like living organisms.”

Christopher Langton (1949) American computer scientist

Christopher Langton in: Karl Gerbel, Peter Weibel, Katharina Gsöllpointner (1993) Genetische Kunst--künstliches Leben. p.25

“Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. Furthermore, project management utilises the systems approach to management by having functional personnel (the vertical hierarchy) assigned to a specific project”

Harold Kerzner (1940) American engineer, management consultant

the horizontal hierarchy
Source: Project management for executives (1982), p. 3

“Executable UML is at the next higher layer of abstraction, abstracting away both specific programming languages and decisions about the organization of the software so that a specification built in Executable UML can be deployed in various software environments without change.”

Stephen J. Mellor (1952) British computer scientist

Source: Executable Uml: A Foundation for Model-Driven Architecture, 2002, p. 5.

“Organization theory is the branch of sociology that studies organizations as distinct units in society. The organizations examined range from sole proprietorships, hospitals and community-based non-profit organizations to vast global corporations. The field’s domain includes questions of how organizations are structured, how they are linked to other organizations, and how these structures and linkages change over time. Although it has roots in administrative theories, Weber’s theory of bureaucracy, the theory of the firm in microeconomics, and Coase’s theory of firm boundaries, organization theory as a distinct domain of sociology can be traced to the late 1950s and particularly to the work of the Carnegie School. In addition to sociology, organization theory draws on theory in economics, political science and psychology, and the range of questions addressed reflects this disciplinary diversity. While early work focused on specific questions about organizations per se – for instance, why hierarchy is so common, or how businesses set prices – later work increasingly studied organizations and their environments, and ultimately organizations as building blocks of society. Organization theory can thus be seen as a family of mechanisms for analysing social outcomes.”

Gerald F. Davis (1961) American sociologist

Gerald F. Davis (2013). "Organizational theory," in: Jens Beckert & Milan Zafirovski (eds.) International Encyclopedia of Economic Sociology, p. 484-488

“Concepts of uncertainty and information processing are used to integrate the diverse organization design/structure literatures. This approach more fully explicates the concept of congruence which lies at the heart of contingency ideas. The review suggests a contingency approach to design which develops a feasible set of structural alternatives from which the organization can choose.”

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 613: Abstract

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Richard M. Burton (1939)

Richard M. Burton, ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“Any approach to the study of organizations is built on specific assumptions about the nature of organizations and how they are designed and function.”

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