“Organizations are systems of coordinated action among individuals and groups whose preferences, information, interests, or knowledge differ. Organization theories describe the delicate conversion of conflict into cooperation, the mobilization of resources, and the coordination of effort that facilitate the joint survival of an organization and its members.”

— Herbert A. Simon

Simon (1993. p. 2); Cited in Mario Catalani, ‎Giuseppe F. Clerico (1996) Decision making structures. p. 1.
1980s and later

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Herbert A. Simon 58

American political scientist, economist, sociologist, and p… 1916–2001

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“Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort.”

James D. Mooney (1884–1957) American businessman

Source: The Principles of Organization, 1947, p. 6

“As coordination contains all the principles of organization, it likewise expresses all the purposes of organization, in so far as these purposes relate to its internal structure. To avoid confusion we must keep in mind that there are always two objectives of organization, the internal and the external. The latter may be anything, according to the purpose or interest that calls the group together, but the internal objective is coordinative always.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“As coordination is the all-inclusive principle of organization, it must have its own principle and foundation in Authority, or the supreme coordinating power. Always, in every form of organization, this supreme coordinating authority must rest somewhere, else there would be no directive for any truly coordinated effort. The term authority as here used need imply nothing of autocracy.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 11-12 (in 1972 edition)

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Arthur G. Bedeian (1946) American business theorist

Daniel A. Wren & Arthur G. Bedeian (1972: 11-12); as cited in: Le Texier, Thibault. "The first systematized uses of the term “management” in the eighteenth and nineteenth centuries." Journal of Management History 19.2 (2013): 189-224.

“We consider an organization to be a set of constraints on the activities performed by agents. This view follows that of Weber, who views the process of bureaucratization as a shift from management based on self-interest and personalities to one based on rules and procedures.
Mintzberg [1983] provides an early (and informal) analysis of organization structure distinguishing among ﬁve basic parts of an organization and ﬁve distinct organization conﬁgurations that are encountered in practice. This “ontology” includes several mechanisms that together achieve coordination, like goals, work processes, authority, positions and communication. The various parts of an organization are distinguished by the speciﬁc roles they play in achieving coordination with the above means.
The “language/action perspective” (Winograd 1987) on cooperative work in organizations provides an ontology that emphasizes the social activity by which “agents” generate the space of cooperative actions in which they work, rather than the mental state of individuals. The basic idea is that social activity is carried out by language and communication.”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Source: An Organization Ontology for Enterprise Modelling (1997), p. 2-3

“It [a power based model of organization] sees organizations a intentional human constructions but not necessarily rational systems guided by official goals; as bargaining areas rather than cooperative systems; as systems of power rather than coercive institutions reflecting cultural norms, and as resources for other organizations and groups rather than closed systems. If we define organizations, then, as intentional human constructions wherein people and groups within and without the organization compete for outputs of interest them under conditions of unequal power, we have posed the issue of effectiveness quite differently”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, "Three Types of Effectiveness Studies," 1977, p. 101 ; As cited in: Diehl-Taylor (1997)

“An organization is a subordinate system of a specific larger system, the cooperative system, whose components are physical, biological, and personal systems. The relations with other organizations… are outside this specific cooperative system. Other organizations are a part of the social environment of the organization. It is for this reason I have used the phrase "complex of organizations" rather than "system." Usually the most significant relationships of a unit organization are those with the specific cooperative system of which it is a part. It is this system which primarily and on the whole in most instances determines the chief conditions of the organization's existence.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. 98-99, footnote

“The supreme coordinating authority must rest somewhere and in some form in every organization, else there could be no such thing as organized.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 20

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