Kenichi Ohmae quote: “In Japan, organizations and people in the organization are synonymous.”

“People do not exist just for organizations. They track all kinds of mud from the rest of their lives into the organization, and they have all kinds of interests that are independent of the organization.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Complex organizations, 1972, p. 4

“THE KEY TO ORGANIZING AN ALTERNATIVE SOCIETY IS TO ORGANIZE PEOPLE AROUND WHAT THEY CAN DO AND MORE IMPORTANTLY WHAT THEY WANT TO DO.”

Abbie Hoffman (1936–1989) American political and social activist

Source: Revolution for the Hell of It (1968), p. 135.

“All complex organizations use people to pursue their tasks, but people-changing organizations work not only with or through people but also on them. People constitute the raison d'etre of these organizations, and, and, as our label suggests, the desired product is a new or altered person. People-changing organizations can be contrasted with organizations that produce, distribute, or service inanimate objects or symbols. The latter may have important consequences for their members' statuses, role-orientations, identities, and personalities, but these alterations are usually incidental, personal, or instrumental. In people-changing organizations the alterations re the primary end. Conceived in this way, the term "people-changing" encompasses a broad variety of organizations, ranging from the monastery (which cleanses the soul while teaching the outward signs of grace) to Menninger's (which restructures the personality), and even to the House of Venus”

Charles Perrow (1925–2019) American sociologist

which reshapes buttocks and identity simultaneously
Source: 1960s, Organization for treatment, 1966, p. 3

“I would encourage people to look around them in their community and find an organization that is doing something that they believe in, even if that organization has only five people, or ten people, or twenty people, or a hundred people.”

Howard Zinn (1922–2010) author and historian

Rawstory.com Interview (9 September 2005) http://rawstory.com/news/2005/Zinn_interview_part_two_Same_arguments_made_in_Vietnam_made_0909.html, which compares U.S. wars in Iraq and Vietnam
Context: I would encourage people to look around them in their community and find an organization that is doing something that they believe in, even if that organization has only five people, or ten people, or twenty people, or a hundred people. And to look at history and understand that when change takes place it takes place as a result of large, large numbers of people doing little things unbeknownst to one another. And that history is very important for people to not get discouraged. Because if you look at history you see the way the labor movement was able to achieve things when it stuck to its guns, when it organized, when it resisted. Black people were able to change their condition when they fought back and when they organized. Same thing with the movement against the war in Vietnam, and the women's movement. History is instructive. And what it suggests to people is that even if they do little things, if they walk on the picket line, if they join a vigil, if they write a letter to their local newspaper. Anything they do, however small, becomes part of a much, much larger sort of flow of energy. And when enough people do enough things, however small they are, then change takes place.

“Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile.”

Robert E. Machol (1917–1998) American systems engineer

Source: System Engineering (1957), p. 514; As cited in: Joseph E. Kasser (2010) " Seven systems engineering myths and the corresponding realities http://www.synergio.nl/media/59286/7_myths_of_se.pdf"

“We can suspect that there is no universe in the organic, unifying sense, that this ambitious term has. If there is a universe, its aim is not conjectured yet; we have not yet conjectured the words, the definitions, the etymologies, the synonyms, from the secret dictionary of God.”

Jorge Luis Borges book The Analytical Language of John Wilkins

Cabe ir más lejos; cabe sospechar que no hay universo en el sentido orgánico, unificador, que tiene esa ambiciosa palabra. Si lo hay, falta conjeturar su propósito; falta conjeturar las palabras, las definiciones, las etimologías, las sinonimias, del secreto diccionario de Dios.
As translated by Lilia Graciela Vázquez
Other Inquisitions (1952), The Analytical Language of John Wilkins
Variant: We can go further; we suspect that there is no universe in the organic, unifying sense of that ambitious word. If there is, we must conjecture its purpose; we must conjecture the words, the definitions, the etymologies, the synonyms, from the secret dictionary of God.

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 11-12 (in 1972 edition)

“Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.”

Arthur G. Bedeian (1946) American business theorist

Daniel A. Wren & Arthur G. Bedeian (1972: 11-12); as cited in: Le Texier, Thibault. "The first systematized uses of the term “management” in the eighteenth and nineteenth centuries." Journal of Management History 19.2 (2013): 189-224.

“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.”

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.

“The ability of your organization to be competitive and survive lies not so much in solutions themselves, but in the capability of the people in your organization to understand a situation and develop solutions.”

Mike Rother (1958) American business academic

“In Japan, organizations and people in the organization are synonymous.”

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