
Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17
Source: Organizations: Theory and Analysis, 1984, p. 3 (1984; 2)
Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17
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)