Kenneth Arrow quote: “The purpose of organizations is to exploit the fact that many (virtually all) decisions require the participation of ma…”

“Despite the severity of their punishments, religions have still consistently failed in virtually all attempts to curtail criminal behavior, and have in fact actually empowered or promoted criminality in many ways. More reasonable laws are usually more effective.”

Aron Ra (1962) Aron Ra is an atheist activist and the host of the Ra-Men Podcast

Patheos, How is secular humanist governance better than theocracy? http://www.patheos.com/blogs/reasonadvocates/2013/09/07/how-is-secular-humanist-governance-better-than-theocracy/ (September 7, 2013)

“There is no name for all who participate in group decision-making or the organization which they form. I propose to call this organization the Technostructure.”

John Kenneth Galbraith book The New Industrial State

Source: The New Industrial State (1967), Chapter VI, Section 7, p. 71

“Respect for human rights requires transparent and accountable institutions and governance as well as the effective participation of all individuals and civil society, who are an essential part of realizing social and people-centred sustainable development.”

Alfred de Zayas (1947) American United Nations official

India: Urgent call to halt Odisha mega-steel project amid serious human rights concerns http://www.ohchr.org/EN/NewsEvents/Pages/DisplayNews.aspx?NewsID=13805&LangID=E.
2013

“Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.”

Peter F. Drucker (1909–2005) American business consultant

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 465

“In many cases it is a matter for decision and not a simple matter of fact whether x understands y; and so on.”

John Rogers Searle (1932) American philosopher

Minds, Brains and Programs (1980)

“[Ackoff also developed the circular organization concept. This structure is a democratic hierarchy with three essential characteristics:]
(1) the absence of an ultimate authority, the circularity of power;
(2) the ability of each member to participate directly or through representation in all decisions that affect him or her directly; and
(3) the ability of members, individually or collectively, to make and implement decisions that affect no one other than the decision maker or decision-makers.”

Russell L. Ackoff (1919–2009) Scientist

Ackoff’s (1994) The Democratic Corporation: A Radical Prescription for Recreating Corporate America and Rediscovering Success. p. 117 cited in: Stuart A. Umpleby and Eric B. Dent. (1999) "The Origins and Purposes of Several Traditions. in Systems Theory and Cybernetics". in Cybernetics and Systems: An International Journal, Vol 30. pp. 79-103.
1990s

“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

“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.”

Gerardine DeSanctis (1954–2005) American organizational theorist

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

“The proletariat needs state power, the centralized organization of force, the organization of violence, for the purpose of crushing the resistance of the exploiters and for the purpose of leading the great mass of the population - the peasantry, the petty bourgeoisie, the semi-proletarians - in the work of organizing a socialist economy.”

Vladimir Lenin (1870–1924) Russian politician, led the October Revolution

2.1, "The Eve of The Revolution", Essential Works of Lenin (1966)
(1917)

“In addition to technical problems, systems also have organizational and logistical problems. Many different people may be involved over a wide physical or geographic coverage and over a long period of time. Many may work for different companies or organizations with different rules and methods of operating. Very many data and much knowledge are involved. The organizational problem concerns itself with the question of how all these people can work together most effectively for the common purpose.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), Systems Engineering Methods (1967), p. 24; First paragraph of Ch. 2. System Organization, Scheduling, and Record-Keeping

“The purpose of organizations is to exploit the fact that many (virtually all) decisions require the participation of many individuals for their effectiveness.”

Help us to complete the source, original and additional information

Kenneth Arrow 37

Related quotes

Related topics