Managing, Chapter Four (Two Organizational Structures), p. 64.
“Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships.”
Harold Koontz and Heinz Weihrich (2006) Essentials Of Management. p. 198.
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Harold Koontz 17
1909–1984Related quotes
Source: Industrial Organization: Theory and practice, 1965, p. 24
Source: Principles of management, 1968, p. 379; About the advantages of organizational charts

Source: Process charts (1921), p. 5.

The Rickover Effect (1992)
Context: One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organization charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person is then limited only by his own ability.
Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Context: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.