Harold Koontz quote: “Every organization structure, even a poor one, can be charted, for a chart merely indicates how departments are tied to…”

“A prominent manufacturer once said that although he could see some use for an organization chart for his factory, he had refused to chart the organization above the level of factory superintendent. His argument was that charts tend to make people overly conscious of being superiors or inferiors, tend to destroy team feeling, and give persons occupying a box on the chart too great a feeling of "ownership"? Another top executive once said that if an organization is left uncharted, it can be changed more easily and that the absence of a chart also encourages a competitive drive for higher executive positions on the part of the uncharted middle-management group.
These reasons for not charting organization structures are clearly unsound. Subordinate - superior relationships exist not because of charting but because of essential reporting relationships. As for a chart's creating a too comfortable feeling and causing a lack of drive on the part of those who have "arrived", these are matters of top leadership - of reorganizing whenever the enterprise environment demands, of developing a tradition of change, and of making subordinate managers continue to meet adequate and well-understood standards of performance.”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 379; About the advantages of organizational charts

“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 (1909–1984)

Harold Koontz and Heinz Weihrich (2006) Essentials Of Management. p. 198.

“Every company has two organizational structures: the formal one is written on the charts; the other is the everyday living relationship of the men and women in the organization.”

Harold Geneen (1910–1997) American businessman

Managing, Chapter Four (Two Organizational Structures), p. 64.

“… the organization chart will initially reflect the first system design, which is almost surely not the right one [… ] as one learns, he changes the design [… ]. Management structures also need to be changed as the system changes…”

Fred Brooks (1931) American computer scientist

The Mythical Man-Month: Essays on Software Engineering (1975, 1995)

“In analyzing organization work, a single chart can frequently express more than any amount of detailed written explanation. First of all, clearly define author- ities within your establishment; then chart those authorities simply and graphically, so that every workman knows to whom he is responsible, and every executive knows who is responsible to him. Place this chart conspicuously in every department where each employee can see it. In case of disputed authority, final proof is immediately at hand. There is then no loop-hole through which a neglectful workman, foreman or executive can crawl no longer does he have the excuse that he thought somebody else was going to do it.”

Clinton Edgar Woods (1863) American engineer

In clean-cut form, his duties and relations to other men of the organization are laid down once and for all, and responsibility rests on the right man. Failure so to specify responsibilities inevitably means confusion all down the line.
Source: Industrial organization (1914), p. 24-25

“It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual "reporting" relationships.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 175

“People like Leary have done the best they can to chart it sort of underground, but the government and the powers do not want this world charted, because it threatens established powers. It always has.”

Ken Kesey (1935–2001) novelist

As quoted in "Comes Spake the Cuckoo" the Far Gone interview (13 September 1992) http://www.intrepidtrips.com/kesey/fahey.html by Todd Brendan Fahey http://www.fargonebooks.com/bio.html
Context: Leary can get a part of my mind that's kind of rusted shut grinding again, just by being around him and talking, 'cause that's where he works. He knows that area of the mind and the brain, and he knows the difference between the two areas. He's a real master at getting your old wheel squeaking again. … When we first broke into that forbidden box in the other dimension, we knew that we had discovered something as surprising and powerful as the New World when Columbus came stumbling onto it. It is still largely unexplored and uncharted. People like Leary have done the best they can to chart it sort of underground, but the government and the powers do not want this world charted, because it threatens established powers. It always has.

“Figure II, which is one of the most interesting and valuable charts made by the writer in his work for the larger industrials. While it is reduced here to the simplest possible expression, it at the same time contains all of the elements which govern the laying out of an organization of any magnitude. This is the Chart of Prime and Working Authorities, showing exactly where each authority is related to the others and how far each authority may extend in the business.
The writer has retained in this chart the administrative, commercial and manufacturing sections in the Authorities for Position as exhibited in Figure I, and Industrial has separated these different sections into purpose of showing how the authorities governing different departments are related to the industrial body as a whole.”

Clinton Edgar Woods (1863) American engineer

Source: Organizing a factory (1905), p. 25-26

“In analyzing organization work, a single chart can frequently express more than any amount of detailed written explanation. First of all, clearly define author- ities within your establishment; then chart those authorities simply and graphically, so that every workman knows to whom he is responsible, and every executive knows who is responsible to him. Place this chart conspicuously in every department where each employee can see it. In case of disputed authority, final proof is immediately at hand. There is then no loop-hole through which a neglectful workman, foreman or executive can crawl no longer does he have the excuse that he thought somebody else was going to do it. In clean-cut form, his duties and relations to other men of the organization are laid down once and for all, and responsibility rests on the right man. Failure so to specify responsibilities inevitably means confusion all down the line.”

Clinton Edgar Woods (1863) American engineer

Source: Industrial organization (1914), p. 24-25

“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.

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Harold Koontz 17

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