“Most social scientists consider the non-bureaucratic, or nonroutine organization to be good and the bureaucratic or routine organization to be bad (it impedes progress, is old- fashioned, is hard on its employees, etc.). But this judgment is debatable.”

—  Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 83

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Charles Perrow 71
American sociologist 1925–2019

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“The Basic Argument In its simplest form, the argument goes like this: when the tasks people perform are well understood, predictable, routine, and repetitive, a bureaucratic structure is the most efficient. Things can be "programmed," to use March and Simon's term. Where tasks are not well understood, generally because the 'raw material' that each person works on is poorly understood and possibly reactive, recalcitrant or self activating. the tasks are non-routine. Such units or organizations are difficult to bureaucratize.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Complex organizations, 1972, p. 166

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“The behavior of any bureaucratic organization can best be understood by assuming that it is controlled by a secret cabal of its enemies.”

Robert Conquest (1917–2015) poet and historian from England and the United States

“It was variety-increasing for both the individual and the organization rather than variety-decreasing in the bureaucratic mode.”

Eric Trist (1909–1993) British scientist

Source: The evolution of socio-technical systems, (1981), p. 9

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“First, most producers are employees of firms, not owners. Viewed from the vantage point of classical [economic] theory, they have no reason to maximize the profits of firms, except to the extent that they can be controlled by owners. Moreover, profit-making firms, nonprofit organizations, and bureaucratic organizations all have exactly the same problem of inducing their employees to work toward organizational goals. There is no reason, a priori, why it should be easier (or harder) to produce this motivation in organizations aimed at maximizing profits than in organizations with different goals. If it is true in an organizational economy that organizations motivated by profits will be more efficient than other organizations, additional postulates will have to be introduced to account for it.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

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1980s and later

“While [bureaucratic] solutions have been frequently criticized by those within and without the organization, no alternative way has been found to cope with the problem of organizing large numbers of people to produce goods and services efficiently.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 90

“From one point of view, structure is a part of technology; for example the spread of the bureaucratic form of organization might be said to be the most profound technological innovation in the last 3 or 4 centuries.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 914

“To call for decentralization, representative bureaucracy, collegial authority, or employee-centered, innovative or organic organizations - to mention only a few of the highly normative prescriptions that are being offered by social scientists today - is to call for a type of structure that can be realized only with a certain type of technology, unless we are willing to pay a high cost in terms of output. Given a routine technology, the much maligned Weberian bureaucracy probably constitutes the socially optimum form of organizational structure.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "A Framework for the Comparative Analysis of Organizations", 1967, p. 204

“The aims of social science with respect to human organizations are like those of any other science with respect to the events and phenomena of its domain. Social scientists wish to understand human organizations, to describe what is essential in their form, aspects, and functions.”

Daniel Katz (1903–1998) American psychologist

18
The Social Psychology of Organizations (1966)

“There seems to be little doubt that the factor of sheer size is a very important element in concrete bureaucratic structures. However, because of the patterns exhibited in the behavior of agents in small organized groups and because of the implications for greater generality, the formulation used here does not make the factor of size crucial for the existence of bureaucratic behavior patterns.”

Philip Selznick (1919–2010) American sociologist

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 50

“American society today is shaped not nearly as much by vast open spaces as it is by vast, bureaucratic organizations. Over half the working population toils away at enterprises with 500 or more employees--up from zero percent in 1800. Is this institutional immensity the logical outcome of technological forces in an all-efficient market, as some have argued?”

Charles Perrow (1925–2019) American sociologist

Charles Perrow, Organizing America: Wealth, power, and the origins of corporate capitalism. Princeton University Press, 2002/2009. Book abstract.
1980s and later

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