“Since organizations are established to do something, to perform work directed to some end, all organizations have goals – some implied, some explicit.”

Source: 1970s, Complex organizations, 1972, p. 133

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Charles Perrow71

American sociologist 1925–2019

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 133

“Institutional theories of organization provide a rich, complex view of organizations. In these theories, organizations are influenced by normative pressures, sometimes arising from external sources such as the state, other times arising from within the organization itself. Under some conditions, these pressures lead the organization to be guided by legitimated elements, from standard operating procedures to professional certification and state requirement, which often have the effect of directing attention away from task performance… Institutional theories of organization have spread rapidly, a testimony to the power of the imaginative ideas developed in theoretical and empirical work.”

Lynne G. Zucker American sociologist

Lynne G. Zucker (‎1987). "Institutional Theories of Organization," In: Annual Review of Sociology Vol. 13: 443-464

“This article [entitled A framework for the comparative analysis of organizations], was one of three independent statements in 1967 of what came to be called "contingency theory." It held that the structure of an organization depends upon (is ‘contingent’ upon) the kind of task performed, rather than upon some universal principles that apply to all organizations. The notion was in the wind at the time.
I think we were all convinced we had a breakthrough, and in some respects we did — there was no one best way of organizing; bureaucracy was efficient for some tasks and inefficient for others; top managers tried to organize departments (research, production) in the same way when they should have different structures; organizational comparisons of goals, output, morale, growth, etc., should control for types of technologies; and so on. While my formulation grew out of fieldwork, my subsequent research offered only modest support for it. I learned that managers had other ends to maximize than efficient production and they sometimes sacrificed efficiency for political and personal ends.”

Charles Perrow (1925–2019) American sociologist

Charles Perrow, in "This Week’s Citation Classic." in: CC, Nr. 14. April 6, 1981 (online at garfield.library.upenn.edu)
Comment:
The other two 1967 publications were Paul R. Lawrence & Jay W. Lorsch. Organization and environment. Cambridge, MA: Harvard University Press, 1967, and James D. Thompson. Organizations in action. New York: McGraw-Hill, 1967.
1980s and later

“The methodology for what I was going to do: ask some questions, get some replies, organize result, choose the best things to do.”

Joe Armstrong (1950–2019) British computer scientist

The Forgotten Ideas in Computer Science

“Organizations are goal-directed, boundary-maintaining, activity systems.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 4

“Operative goals designate the ends sought through the actual operating policies of the organization; they tell us what the organization actually is trying to do, regardless of what the official goals say are the aims.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

“The supreme coordinating authority must rest somewhere and in some form in every organization, else there could be no such thing as organized.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 20

“The preceding analysis shows that a manager who has high performance goals and excellent job organization but who relies solely on economic needs and direct pressure to motivate his men is very likely to be to be disappointed by their achievements. The noneconomic motives must be used fully, along with the economic needs, to create high performance goals and establish the level of motivational forces which yield high productivity. Since the principle of supportive relationships and group methods of supervision enable a manager to make effective use of the noneconomic motives, some valuable insights can be obtained by examining how these managerial principles appear to affect the motivations, satisfactions, and behavior of the members of an enterprise. A substantial body of research findings demonstrates that the greater the loyalty of the members of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater is the probability that the group will achieve its goals.”

Rensis Likert (1903–1981) American statistician

Source: The Human Organization, 1967, p. 64: About "Building Peer-group Loyalty"

“The remarkable similarity of metabolic pathways and gene sequences across the phyla argues strongly that all modern organisms are derived from a common evolutionary progenitor by a series of small changes (mutations), each of which conferred a selective advantage to some organism in some ecological niche.”

Albert L. Lehninger (1917–1986) American biochemist

Principles of Biochemistry, Ch. 1 : The Foundations of Biochemistry

“Life is pretty simple: You do some stuff. Most fails. Some works. You do more of what works. If it works big, others quickly copy it. Then you do something else. The trick is the doing something else.”

Leonardo Da Vinci (1452–1519) Italian Renaissance polymath

Quote is actually from Tom Peters: The Best Corporate Strategy? None, Of Course. Chicago Tribune July 11, 1994 http://articles.chicagotribune.com/1994-07-11/business/9407110026_1_silicon-graphics-customers-richard-branson <br class="br">Misattributed

“Since organizations are established to do something, to perform work directed to some end, all organizations have goals – some implied, some explicit.”

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Charles Perrow71

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