“We use the word "organization" to mean both the state of being organized and the groups that do the organizing… We use one word for both because, at a certain scale, we haven't been able to get organization without organizations; the former seems to imply the latter.”

— Clay Shirky

Source: Here Comes Everybody: The Power of Organizing Without Organizations (2008), p. 29

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Clay Shirky 19

American technology writer 1964

James D. Mooney (1884–1957) American businessman

Source: The Principles of Organization, 1947, p. 14-15

“The scalar principle is the same form in organization that is sometimes called hierarchical. But, to avoid all definitional variants, scalar is here preferred. A scale means a series of steps, something graded. In organization it means the grading of duties, not according to different functions, for this involves another principle of organization, but according to degrees of authority and corresponding responsibility. For convenience we shall call this phenomenon of organization the scalar chain. The common impression regards this scale or chain merely as a "type" of organization, characteristic only of the vaster institutions of government, army, church, and industry. This impression is erroneous. It is likewise misleading, for it seems to imply that the scalar chain in organization lacks universality. These great organizations differ from others only in that the chain is longer. The truth is that wherever we find an organization even of two people, related as superior and subordinate, we have the scalar principle. This chain constitutes the universal process of coordination, through which the supreme coordinating authority becomes effective throughout the entire structure.”

James D. Mooney (1884–1957) American businessman

Source: The Principles of Organization, 1947, p. 94-95; as cited in: Albert Lepawsky (1949), Administration, p. 251-252

“Mechanism… provides us with no grasp of the specific characteristics of organisms, of the organization of organic processes among one another, of organic 'wholeness', of the problem of the origin of organic 'teleology', or of the historical character of organisms… We must therefore try to establish a new standpoint which — as opposed to mechanism — takes account of organic wholeness, but… treats it in a manner which admits of scientific investigation.”

Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher

Source: 1930s, Modern Theory of Development, 1933, 1962, p. 46

“There is no single magic formula, no one simple step, no words, whether written into the Organization's Charter or into a treaty between states, which can automatically guarantee to us what we seek.”

Haile Selassie (1892–1975) Emperor of Ethiopia

Address to the United Nations (1963)
Context: There is no single magic formula, no one simple step, no words, whether written into the Organization's Charter or into a treaty between states, which can automatically guarantee to us what we seek. Peace is a day-to day problem, the product of a multitude of events and judgments. Peace is not an "is", it is a "becoming." We cannot escape the dreadful possibility of catastrophe by miscalculation. But we can reach the right decisions on the myriad subordinate problems which each new day poses, and we can thereby make our contribution and perhaps the most that can be reasonably expected of us in 1963 to the preservation of peace.
It is here that the United Nations has served us — not perfectly, but well.

“An organization can secure the efforts necessary to its existence, then, either by the objective inducements it provides or by changing states of mind. It seems to me improbable that any organization can exist as a practical matter which does not employ both methods in combination. In some organizations the emphasis is on the offering of objective incentives — this is true of most industrial organizations. In others the preponderance is on the state of mind — this is true of most patriotic and religious organizations.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. 141

“We create organizations to serve us, but somehow they also force us to serve them. Sometimes it feels as if our institutions have run out of control, like the machinery of Charlie Chaplin's film Modem Times. Why we should become slaves to our servants… A society of organizations is one in which organizations enter our lives as influential forces in a great many ways — in how we work, what we eat, how we get educated and cured of our illnesses, how we get entertained, and how our ideas are shaped. The ways in which we try to control our organization and our organization in return try to control us become major issues in the lives of all of us.”

Henry Mintzberg (1939) Canadian busines theorist

Henry Mintzberg (1989) Mintzberg on management: inside our strange world of organizations. p. 301. As cited in: R. van den Nieuwenhof (2003) 2 strategie: omgaan met de omgeving. p. 36