Karl E. Weick quote: “The typical coupling mechanisms of authority of office and logic of the task do not operate in educational organization…”

“By loose coupling, the author intends to convey the image that coupled events are responsive, but that each event also preserves its own identity and some evidence of its physical or logical separateness. Thus, in the case of an educational organization, it may be the case that the counselor's office is loosely coupled to the principal's office. The image is that the principal and the counselor are somehow attached, but that each retains some identity and separateness and that their attachment may be circumscribed, infrequent, weak in its mutual affects, unimportant, and/or slow to respond.”

Karl E. Weick (1936) Organisational psychologist

Source: 1970s, "Educational organizations as loosely coupled systems," 1976, p. 3

“The Egyptian philosophers ventured on the perilous task of seeking out some analogy to the mode of operation employed by the Author of Nature in the first creation of organized beings, and they compared it to that which governs the birth of new individuals by generation.”

Charles Lyell book Principles of Geology

Chpt.2, p. 12
Principles of Geology (1832), Vol. 1

“Most striking feature… is the author’s failure to understand the elementary mechanics of the competitive economic organization.”

Frank Knight (1885–1972) American economist

Source: "Historical and theoretical issues in the problem of modern capitalism", 1928, p. 134

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

“Active loose coupling occurs when a subsystem of an organization is more tightly coupled to an environmental sector than other subsystems, and a feedback loop connects environmental conditions with organizational responses. A feedback loop is present when an organizational mechanism for monitoring the environment exists, and when the state of the environment (or intended target of the organization's action) is compared to some desired state by members of the organization.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 85

“Moral education is the development of individuality, and individuality can not be developed by formulas and mechanical processes: it is the work of the master who brings to his task a genuine and loving interest in the individual.”

John Lancaster Spalding (1840–1916) Catholic bishop

Source: Aphorisms and Reflections (1901), p. 116

“Consider, for example, the mechanical precision with which many of our institutions are expected to operate. Organizational life is often routinized with the precision demanded of clockwork. People are frequently expected to arrive at work at a given time, perform a predetermined set of activities, rest at appointed hours, and then resume their tasks until work is over. In many organizations, one shift of workers replaces another in methodical fashion so that work can continue uninterrupted twenty-four hours a day every day of the year. Often, the work is very mechanical and repetitive. Anyone who has observed work in the mass-production factory or in any of the large “office factories” processing paper forms such as insurance claims, tax returns, or bank checks will have noticed the machine-like way in which such organizations operate. They are designed like machines, and their employees are in essence expected to behave as if they were parts of machines.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 20; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as machine:

“Organization aims to unite individuals into a body which shall work together for a common end. Specifically, organization prepares for the transaction of business by electing and appointing officers and committees, delegating authorities and bringing into systematic connection and cooperation, each and every part of the industrial body. Right organization, in short, puts vitality into the entire factory, secures the efficient working-together of all employees, from the manager's office to the mechanic's bench, routes materials, sub-divides work, inspects output and delivers the right goods, fully processed, at the shipping room door on the correct delivery date.”

Clinton Edgar Woods (1863) American engineer

Source: Industrial organization (1914), p. 24

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc.”

Douglas McGregor (1906–1964) American professor

comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.
Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

“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 typical coupling mechanisms of authority of office and logic of the task do not operate in educational organizations.”

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