Charles Perrow quote: “The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant…”

“Since organizations are established to do something, to perform work directed to some end, all organizations have goals – some implied, some explicit.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Complex organizations, 1972, p. 133

“Life is futile unless it be directed towards a definite goal.”

Stefan Zweig book Twenty-Four Hours in the Life of a Woman

Twenty-Four Hours in the Life of a Woman (1927)

“The essential task of management is to arrange organizational conditions and methods of operations so that people can achieve their own goals best by directing their own efforts toward organizational objectives.”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 178

“Technology has always been a central variable in organizational theory, informing research and practice. Despite years of investigative effort there is little agreement on the definition and measurement of technology, and no compelling evidence on the precise role of technology in organizational affairs. I will argue that the divergent definitions and opposing perspectives associated with technological research have limited our understanding of how technology interacts with organizations, and that these incompatibilities cannot be resolved by mutual concession. What is needed is a reconstruction of the concept of technology, which fundamentally re-examines our current notions of technology and its role in organizations.”

Wanda Orlikowski American computer scientist

Source: "The duality of technology" 1992, p. 389

“In spite the mountains of books written about art, no precise definition of art has been constructed. And the reason for this is that the conception of art has been based on the conception of beauty.”

Leo Tolstoy (1828–1910) Russian writer

What is Art? (1897)

“Recent organizational approaches to control (e. g., Ouchi 1979) suggest two underlying control strategies. On the one hand, control can be accomplished through performance evaluation. Performance evaluation refers to the cybernetic process of monitoring and rewarding performance. This strategy emphasizes the information aspects of control. Namely, to what degree can the various aspects of performance be assessed? Alternatively, control can be achieved by minimizing the divergence of preferences among organizational members. That is, members cooperate in the achievement of organizational goals because the members understand and have internalized these goals. This strategy emphasizes people policies such as selection, training, and socialization.
The two control strategies are interrelated. An organization can tolerate a work force with highly diverse goals if a precise evaluation system exists. In contrast, a lack of precision in performance evaluation can be tolerated when goal incompatibility is minor (Ouchi 1979). The choice between the two is driven by the ease of performance evaluation”

Kathleen M. Eisenhardt American economist

Source: "Control: Organizational and economic approaches," 1985, p. 135

“Multiple leadership, as a stable system of goal determination and policy setting, is most likely to be found in organizations where there are multiple goals and where these goals lack precise criteria of achievement and allow considerable tolerances with regard to achievement. Organizations with a single goal [i. e., proprietary hospitals] or a clear hierarchy of goals provide little basis for multiple leadership. Multiple leadership arises because important group interests diverge, and each group has the power to protect its interests.”

Charles Perrow (1925–2019) American sociologist

Charles Perrow (1963). "Goals and Power Structures: A Historical Case Study." In: E. Friedson, (Ed.), The Hospital in Modern Society. New York: The Free Press, p. 132
1960s

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 300

“The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate”

Robert L. Kahn (1918–2019) American psychologist

Daniel Katz & Robert L. Kahn (1966) The Social Psychology of Organizations, p. 300

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