Harold Geneen (1910–1997) American businessman
Managing, Chapter Four (Two Organizational Structures), p. 64.
Harold Koontz and Heinz Weihrich (2006) Essentials Of Management. p. 198.
Harold Geneen (1910–1997) American businessman
Managing, Chapter Four (Two Organizational Structures), p. 64.
Joan Woodward (1916–1971) British sociologist
Source: Industrial Organization: Theory and practice, 1965, p. 24
Douglas McGregor (1906–1964) American professor
Source: The Human Side of Enterprise (1960), p. 175
Harold Koontz (1909–1984)
Source: Principles of management, 1968, p. 379; About the advantages of organizational charts
Harold Koontz (1909–1984)
Source: Principles of management, 1968, p. 379
Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer
Source: Process charts (1921), p. 5.
Hyman George Rickover (1900–1986) United States admiral
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.
Tom Burns (1913–2001) British sociologist
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.
James D. Mooney (1884–1957) American businessman
Source: Onward Industry!, 1931, p. 60