“The strength of an organization lies in precise coordination of its parts, in strict correspondence of various mutually connected functions. This coordination is maintained through constant growth in tektological variety, but not without bounds:... there comes a moment when the parts of the whole become too differentiated in their organization and their resistance to the surrounding environment weakens. This leads sooner or later to disorganization.”

— Alexander Bogdanov

Source: Tektology. The Universal Organizational Science, 1922, p. 248, as cited in: George Gorelik, " Reemergence of Bogdanov's Tektology in Soviet Studies of Organization http://monoskop.org/images/0/00/Gorelik_George_1975_Reemergence_of_Bogdanovs_Tektology_in_Soviet_Studies_of_Organization.pdf." Academy of Management Journal 18.2 (1975): 345-357.

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Alexander Bogdanov12

Physician, philosopher, writer 1873–1928

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 21

“Bones are coordinated to form the skeleton.
Even at rest they depend on mutual support.
This is furnished by the ligaments.
Theirs is a secondary function; one could speak of a hierarchy of function.
The next step in motoric organization leads from bone to muscle. The tendon is the mediary between these two.”

Paul Klee (1879–1940) German Swiss painter

I.9 A The Natural organism of movement as kinetic will and kinetic execution (supra-material), p. 27
1921 - 1930, Pedagogical Sketch Book, (1925)

“Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.”

Henry Mintzberg (1939) Canadian busines theorist

Source: The structuring of organizations (1979), p. 3

“Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.”

John W. Meyer (1935) Sociologist and professor at Stanford University

Meyer, John W., and Brian Rowan. " Institutionalized organizations: Formal structure as myth and ceremony http://www.sasse.se/akademiska/310/meyer%20rowan.pdf." American journal of sociology (1977): 340-363.

“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

“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 (1916–2001) American political scientist, economist, sociologist, and psychologist

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

“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

“In organization it means the graduation of duties, not according to differentiated functions, for this involves another and distinct principle of organization, but simply according to degrees of authority and corresponding responsibility.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 31

“Mathematical science is in my opinion an indivisible whole, an organism whose vitality is conditioned upon the connection of its parts.”

David Hilbert Mathematical Problems

Mathematical Problems (1900)
Context: Mathematical science is in my opinion an indivisible whole, an organism whose vitality is conditioned upon the connection of its parts. For with all the variety of mathematical knowledge, we are still clearly conscious of the similarity of the logical devices, the relationship of the ideas in mathematics as a whole and the numerous analogies in its different departments. We also notice that, the farther a mathematical theory is developed, the more harmoniously and uniformly does its construction proceed, and unsuspected relations are disclosed between hitherto separate branches of the science. So it happens that, with the extension of mathematics, its organic character is not lost but only manifests itself the more clearly.

“Every system that has existed emerged somehow, from somewhere, at some point. Complexity science emphasizes the study of how systems evolve through their disorganized parts into an organized whole.”

L. K. Samuels (1951) American writer

Source: In Defense of Chaos: The Chaology of Politics, Economics and Human Action, (2013), p. 118

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Alexander Bogdanov12

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