Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17
“Organizations have been viewed from many perspectives. Depending upon the background and interests of the investigators, the dimensions and characteristics of organizations that are emphasized vary greatly. However, there does appear to be some agreement about the fact that organizations generally develop as instruments for attaining specific goals, and that they are likely to emerge in situations where people recognize a common or complementary advantage that can best be served through collective, as opposed to individual, action.”
Source: Organizations: Theory and Analysis, 1984, p. 3 (1984; 2)
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Arthur G. Bedeian 5
American business theorist 1946Related quotes
Source: 1940s - 1950s, Introduction to Operations Research (1957), p. 6; Partly cited in: Werner Ulrich (2004) " In memory of C. West Churchman (1913–2004) http://www.wulrich.com/downloads/ulrich_2004d.pdf." Journal of Organisational Transformation and Social Change. Vol 1 (Nr. 2–3) p. 210
Source: 1930s, Modern Theory of Development, 1933, 1962, p. 46
Variant: The dominant group, reflecting the imperatives of the particular task that is most critical (to the organization), their own background characteristics (distinctive perspectives based on their training, career lines, and areas of competence) and the unofficial uses to which they put the organization for their own ends.
Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 857
Source: Organization Theory and Design, 2007-2010, p. 10
Source: In Defense of Chaos: The Chaology of Politics, Economics and Human Action, (2013), p. 118
Source: The Functions of the Executive (1938), p. 282
Source: Organizations: Theory and Analysis, 1984, p. 3-4 (1984: 2-3)