Charles Perrow quote: “For our purposes then, the bureaucratic model refers to an organization which attempts to control extra-organizational …”

“A great deal of organizational effort is exerted to control the effects of extra-organizational influence:; upon personnel. Daily, people come contaminated into the organization… Many of the irritating aspects of [[organizational structure] are designed to control these sources of contamination.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 52

“A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational structure suggests the application of models that depend on competition and selection in populations of organizations. Several such models, as well as issues arising in attempts to apply them to the organization-environment problem, are discussed.”

Michael T. Hannan (1943) US-American sociologist of Stanford University

Source: "The Population Ecology of Organizations," 1977, p. 929; Article abstract

“Organization is the arrangement of personnel for facilitating the accomplishment of some agreed purpose through the allocation of functions and responsibilities.”

John M. Gaus (1894–1969) American political scientist

John M. Gaus, Leonard Dupee White, and Marshall E. Dimock. "A theory of organization in public administration." The Frontiers of Public Administration (1936): 66.; Bold text cited in Philip Selznick (1948, 25)
Context: Organization is the arrangement of personnel for facilitating the accomplishment of some agreed purpose through the allocation of functions and responsibilities. It is the relating of efforts and capacities of individuals and groups engaged upon a common task in such a way as to secure the desired objective with the least friction and the most satisfaction to those for whom the task is done and those engaged in the enterprise.

“Bureaucracy is a dirty word, both to the average person and to many specialists on organizations. It suggests rigid rules and regulations, a hierarchy of offices, narrow specialization of personnel, an abundance of offices or units which can hamstring those who want to get things done, impersonality, resistance to change.
Yet every organization of any significant size is bureaucratized to some degree or, to put it differently, exhibits more or less stable patterns of behaviour based upon a structure of roles and specialized tasks. Bureaucracy, in this sense, is another word for structure.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 50

“The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7.

“Organizational change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors.”

Jerry I. Porras (1938) American writer

Jerry I. Porras and Peter J. Robertson (1992). "Organisational development: Theory, practice and research", in: M. Dunnette, L. Hough (Eds), Consulting Psychologist Press, Palo Alto, p. 723