“The power structure will generally dictate the operative goals of the organization.”

—  Charles Perrow

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. 114
1960s

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Charles Perrow 71
American sociologist 1925–2019

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“Operative goals designate the ends sought through the actual operating policies of the organization; they tell us what the organization actually is trying to do, regardless of what the official goals say are the aims.”

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Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

“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)

“Official goals are the general purposes of the organization as put forth in the charter, annual reports, public statements… Official goals are purposely vague and general and do not indicate two major factors which influence organizational behavior: the host of decisions that must be made among alternative ways of achieving official goals, and the priority of multiple goals and the many unofficial goals pursued by groups within the organization.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

“Organizational design is the body of knowledge and techniques that seeks to offer useful advice to organizations about their structures (and other aspects) needed to attain their goals.”

Richard M. Burton (1939)

Richard M. Burton, ‎Bo Eriksen, ‎Dorthe Døjbak Håkonsson (2008). Designing Organizations: 21st Century Approaches. p. 5

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“Organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) are linked to the external environment.”

Richard L. Daft (1964) American sociologist

Source: Organization Theory and Design, 2007-2010, p. 10; Cited in: Jan A. P. Hoogervorst (2009), Enterprise Governance and Enterprise Engineering, p. 80.

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“Core values = The organization’s essential and enduring tenets – a small set of general guiding principles, not to be confused with specific cultural or operating practices, and not to be compromised for financial gain or short-term expediency.
Purpose = The organization’s fundamental reasons for existence beyond simply making money – a perpetual guiding star on the horizon, not to be confused with specific goals or business strategies”

James C. Collins book Built to Last: Successful Habits of Visionary Companies

Source: Built to Last: Successful Habits of Visionary Companies, 1994, p. 73

“This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, research, and production) in each organization were differentiated from each other in terms of subsystem formal structures, the member's goal orientation, member's time orientations and member's interpersonal orientations. This differentiation was related to the requirements of the particular subenvironment with which each subsystem dealt. A relationship was found between the extent to which the states of differentiation and integration in each organization met the requirements of the environment and the relative economic performance of the organizations.”

Paul R. Lawrence (1922–2011) American business theorist

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“Formulating consists of determining the system inputs, outputs, requirements, objectives, constraints. Structuring the system provides one or more methods of organizing the solution, the method of operation, the selection of parts, and the nature of their performance requirements. It is evident that the processes of formulating a system and structuring it are strongly related.”

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“Whenever the power structure falters or fails the general tendency is to replace it with free communism. This is almost a law of revolution.”

Kenneth Rexroth (1905–1982) American poet, writer, anarchist, academic and conscientious objector

Introduction : The Libertarian Tradition
Communalism (1974)
Context: The contemporary world is being pulled apart by two contrary tendencies — one toward social death, one toward the birth of a new society. Many of the phenomena of the present crisis are ambivalent and can either mean death or birth depending on how the crisis is resolved.
The crisis of a civilization is a mass phenomenon and moves onward without benefit of ideology. The demand for freedom, community, life significance, the attack on alienation, is largely inchoate and instinctive. In the libertarian revolutionary movement these objectives were ideological, confined to books, or realized with difficulty, usually only temporarily in small experimental communities, or in individual lives and tiny social circles. It has been said of the contemporary revolutionary wave that it is a revolution without theory, anti-ideological. But the theory, the ideology, already exists in a tradition as old as capitalism itself. Furthermore, just as individuals specially gifted have been able to live free lives in the interstices of an exploitative, competitive system, so in periods when the developing capitalist system has temporarily and locally broken down due to the drag of outworn forms there have existed brief revolutionary honeymoons in which freer communal organization has prevailed. Whenever the power structure falters or fails the general tendency is to replace it with free communism. This is almost a law of revolution. In every instance so far, either the old power structure, as in the Paris Commune or the Spanish Civil War, or a new one, as in the French and Bolshevik Revolutions, has suppressed these free revolutionary societies with wholesale terror and bloodshed.

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Gordon Pask (1928–1996) British psychologist

Source: Conversation, Cognition and Learning (1975), p. 2.

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