“Bureaucracy is a dirty word, both to the average person and to many specialists on organizations. It suggests rigid rules and regulations, a hierarchy of offices, narrow specialization of personnel, an abundance of offices or units which can hamstring those who want to get things done, impersonality, resistance to change.
Yet every organization of any significant size is bureaucratized to some degree or, to put it differently, exhibits more or less stable patterns of behaviour based upon a structure of roles and specialized tasks. Bureaucracy, in this sense, is another word for structure.”

— Charles Perrow

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 50

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Charles Perrow 71

American sociologist 1925–2019

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 59

“Pournelle's Iron Law of Bureaucracy states that in any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.”

Jerry Pournelle (1933–2017) American science fiction writer and journalist

Reference quote http://www.jerrypournelle.com/archives2/archives2view/view408.html#Iron in Chaos Manor View 408, April 3-9, 2006
Assorted

“The inevitable counterpart of specialization is organization. This is what brings the work of specialists to a coherent result. If there are many specialists, this coordination will be a major task. So complex, indeed, will be the job of organizing specialists that there will be specialists on organization and organizations of specialists on organization. More perhaps than machinery, massive and complex business organizations are the tangible manifestation of advanced technology.”

John Kenneth Galbraith book The New Industrial State

Source: The New Industrial State (1967), p. 16

“Size seems to make many organizations slow-thinking, resistant to change and smug.”

Warren Buffett (1930) American business magnate, investor, and philanthropist

2006 Chairman's Letter http://www.berkshirehathaway.com/letters/2006ltr.pdf
Letters to Shareholders (1957 - 2012)

“There seems to be little doubt that the factor of sheer size is a very important element in concrete bureaucratic structures. However, because of the patterns exhibited in the behavior of agents in small organized groups and because of the implications for greater generality, the formulation used here does not make the factor of size crucial for the existence of bureaucratic behavior patterns.”

Philip Selznick (1919–2010) American sociologist

Source: "An Approach to a Theory of Bureaucracy," 1943, p. 50

“Markets are social organizations, structured and regulated by more or less well-defined social rule systems.”

Tom R. Burns (1937) American sociologist

Source: The shaping of social organization (1987), p. 125.

“Cybernetics offers a scientific approach to the cussedness of organisms, suggests how their behaviours can be catalysed and the mystique and rule of thumb banished.”

Gordon Pask (1928–1996) British psychologist

Source: An Approach to Cybernetics (1961), p. 110.

“The metaphor suggests that different environments favor different species of organizations based on different methods of organizing and that congruence with the environment is the key to success.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 35 (Morgan, 1998)

“In my opinion, neither organisms nor organizations evolve slowly and surely into something better, but drift until some small change occurs which has immediate and overwhelming significance. The special role of the human being is not to wait for these favorable accidents but deliberately to introduce the small change that will have great significance.”

Edwin H. Land (1909–1991) American scientist and inventor

Generation of Greatness (1957)
Context: In my opinion, neither organisms nor organizations evolve slowly and surely into something better, but drift until some small change occurs which has immediate and overwhelming significance. The special role of the human being is not to wait for these favorable accidents but deliberately to introduce the small change that will have great significance.
To treat young men like men; to use modern recording techniques to capture the moment of exciting teaching; to gather ninety great men out of our one-hundred and seventy million — these, in retrospect, will seem like small changes indeed if they succeed in building a generation of greatness.

“Different subunits within an organization may confront different external demands. To cope with these various environments, organizations create specialized subunits with differing structural features. For example, some subunits may exhibit higher levels of formalization than others; some may be more centralized in decision making; some may be oriented to longer planning horizons. The more varied the types of environments confronted by an organization, the more differentiated its structure needs to be.”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

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