organizations

"It isn't the incompetent who destroy an organization. The incompetent never get into a position to destroy it. It is those who have achieved something and want to rest upon their achievements who are forever clogging things up."

"Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile."

"An organization is a group of living human beings. The formal or official design for living never completely accounts for what the participants do. It is always supplemented by what is called the “informal structure,” which arises as the individual brings into play his own personality, his special problems and interests. Formal relations co-ordinate roles or specialized activities, not persons."

"Organization is a mechanism or structure that enables living things to work effectively together."

"Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior."

"Classical organization theory suffers from "ethnocentrism": It ignores the significance of the political, social, and economic milieu in shaping organizations and influencing managerial practice."

"The scientific study of leadership in complex organizations, as an area of enquiry in its own right, is relatively new; hardly more than a decade old. As in any new "science" there is yet no comprehensive framework within which to operate. Unlike medical men after Harvey's great discovery on the circular system of the human body, we have no unifying concepts around which to make further refinements and discoveries."

"The basic problem of social organization is how to co-ordinate the economic activities of large numbers of people."

"I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions. Next I believe that the most important single factor in corporate success is faithful adherence to those beliefs. And, finally I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life. Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing..."

"Social organizations are flagrantly open systems in that the input of energies and the conversion of output into further energy input consists of transactions between the organization and its environment."

"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."

"The greatest mistake of the movement has been trying to organize a sleeping people around specific goals. You have to wake the people up first, then you'll get action."

"People do not exist just for organizations. They track all kinds of mud from the rest of their lives into the organization, and they have all kinds of interests that are independent of the organization."

"During the last fifty years, society in every developed country has become a society of institutions. Every major social task, whether economic performance or health care, education or the protection of the environment, the pursuit of new knowledge or defense, is today being entrusted to big organizations, designed for perpetuity and managed by their own managements."

"No organization chart is likely ever to be displayed in a major art museum. What matters is not the chart but the organization. A chart is nothing but an oversimplification which enables people to make sure that they talk about the same things in discussing organization. One never makes."

"The purpose of an organization is to enable common men to do uncommon things."

"There is no one best way to organize... Any way of organizing is not equally effective."

"All organisations have to make provision for continuing activities directed towards the achievement of given aims. Regularities in activities such as task allocation, supervision, and co-ordination are developed. Such regularities constitute the organisation’s structure, and the fact that these activities can be arranged in various ways means that organisations can have differing structures."

"Organization design is conceived to be a decision process to bring about a coherence between the goals or purposes for which the organization exists, the patterns of division of labor and interunit coordination and the people who will do the work."

"Organizations are goal-directed, boundary-maintaining, activity systems."

"Given the five parts of the organization - operating core, strategic apex, middle line, technostructure, and support staff - we may now ask how they all function together. In fact, we cannot describe the one way they function together, for research suggests that the linkages are varied and complex. The parts of the organization are joined together by different flows - of authority, of work material, of information, and of decision processes (themselves informational)."

"If an organization is to learn anything, then the distribution of its memory, the accuracy of that memory, and the conditions under which that memory is treated as a constraint become crucial characteristics of organizing."

"Institutional theories of organization provide a rich, complex view of organizations. In these theories, organizations are influenced by normative pressures, sometimes arising from external sources such as the state, other times arising from within the organization itself. Under some conditions, these pressures lead the organization to be guided by legitimated elements, from standard operating procedures to professional certification and state requirement, which often have the effect of directing attention away from task performance... Institutional theories of organization have spread rapidly, a testimony to the power of the imaginative ideas developed in theoretical and empirical work."

"We create organizations to serve us, but somehow they also force us to serve them. Sometimes it feels as if our institutions have run out of control, like the machinery of Charlie Chaplin's film Modem Times. Why we should become slaves to our servants... A society of organizations is one in which organizations enter our lives as influential forces in a great many ways — in how we work, what we eat, how we get educated and cured of our illnesses, how we get entertained, and how our ideas are shaped. The ways in which we try to control our organization and our organization in return try to control us become major issues in the lives of all of us."

"The things we fear most in organizations - fluctuations, disturbances, imbalances - need not be signs of an impending disorder that will destroy us. Instead, fluctuations are the primary source of creativity."

"Organizations are systems of coordinated action among individuals and groups whose preferences, information, interests, or knowledge differ. Organization theories describe the delicate conversion of conflict into cooperation, the mobilization of resources, and the coordination of effort that facilitate the joint survival of an organization and its members."

"We are organizational creatures. We are born not only into a society and culture but usually into a specific, complex organization: a family. Our marriages are organizations. We study in schools that are organizations; we earn a living in businesses that are organizations; at some time or another we will likely worship in an organization; and when we die there will be organizations to usher us out of this world."

"We don't know what organization is. ...We do know that complex adaptive systems have to be nonlinear and capable of storing information. ...We know a little bit about what distinguishes an adaptive complex system from a nonadaptive system, such as turbulent fluid flow."

"By organization Maturana refers to the relations between components that give a system its identity, that make it a member of a particular type. Thus, if the organization of a system changes, so does its identity. By structure Maturana means the actual components and relations between components that constitute a particular example of a type of system. The organization is realized through the structure, but it is the structure that can interact and change. So long as the structural changes maintain the organization, the system’s identity remains."

"The Internet is the technological basis for the organizational form of the Information Age: the network.""

"Cultures are not made from free-floating values. They are rooted in institutions and organizations."

"Self-organization [is] the appearance of structure or pattern without an external agent imposing it."

"Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success — along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value."

"In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions."

"Any social organization does well enough if it isn't rigid. The framework doesn't matter as long as there is enough looseness to permit that one man in a multitude to display his genius. Most so-called social scientists seem to think that organization is everything. It is almost nothing — except when it is a straitjacket. It is the incidence of heroes that counts, not the pattern of zeros."

"From a legal point of view, an organisation is a legal person. It is legitimised, under the laws of the land, by a legally recognised and binding constitution specifying purpose, procedures to be followed, hierarchical offices to be taken up, authority to be granted, and membership criteria and categories."

"We use the word "organization" to mean both the state of being organized and the groups that do the organizing... We use one word for both because, at a certain scale, we haven't been able to get organization without organizations; the former seems to imply the latter."

"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."

"The essence of an organisation is not the bricks, or the people, but the means in which these are combined."

"A corporation is a group of people, and if you want to come together for profit or nonprofit, that's your business—whatever you want to do."

"Management of many is the same as management of few. It is a matter of organization."

"This great increase of the quantity of work which, in consequence of the division of labour, the same number of people are capable of performing, is owing to three different circumstances; first, to the increase of dexterity in every particular workman; secondly, to the saving of the time which is commonly lost in passing from one species of work to another; and lastly, to the invention of a great number of machines which facilitate and abridge labour, and enable one man to do the work of many."

"Insanity is repeating the same mistakes and expecting different results."

"The Masonic year begins in March because the Egyptian mysteries were celebrated at the spring equinox and were related to the cult of the sun: in fact, although the sun is reborn at the winter solstice, it does not begin to exert its fertilizing power on the universe until the spring equinox."

"Blessings. Under this heading should come the various types of blessings such as are given in the Church, in Freemasonry, and by the pupils of our Masters.... The second type of blessing is that which is uttered by an official appointed for the purpose, through whom power flows from some higher source..."

"An occult fraternity, which has endured from very ancient times, having a hierarchy of officers, secret signs, and passwords, and a peculiar method of instruction in science, religion, and philosophy. . . . If we may believe those who, at the present time, profess to belong to it, the philosopher's stone, the elixir of life, the art of invisibility, and the power of communication directly with the ultramundane life, are parts of the inheritance they possess. The writer has met with only three persons who maintained the actual existence of this body of religious philosophers, and who hinted that they themselves were actually members. There was no reason to doubt the good faith of these individuals -- apparently unknown to each other, and men of moderate competence, blameless lives, austere manners, and almost ascetic in their habits. They all appeared to be men of forty to forty-five years of age, and evidently of vast erudition . . . their knowledge of languages not to be doubted. . . . They never remained long in any one country, but passed away without creating notice."

"Though Masonry neither usurps the place of, nor apes religion, prayer is an essential part of our ceremonies. It is the aspiration of the soul toward the Absolute and Infinite Intelligence, which is the One Supreme Deity, most feebly and misunderstandingly characterized as an "architect." Certain faculties of man are directed toward the Unknown — thought, meditation, prayer. The unknown is an ocean, of which conscience is the compass. Thought, meditation, prayer, are the great mysterious pointings of the needle. It is a spiritual magnetism that thus connects the human soul with the Deity. These majestic irradiations of the soul pierce through the shadow toward the light. p. 1."

"A Freemason, therefore, should be a man of honor and of conscience, preferring his duty to everything beside, even to his life; independent in his opinions, and of good morals, submissive to the laws, devoted to humanity, to his country, to his family; kind and indulgent to his brethren, friend of all virtuous men, and ready to assist his fellows by all means in his power. (p. 113) The great distinguishing characteristic of a Mason is a sympathy with his kind, He recognizes in the human race one great family, all connected with himself by those invisible links, and that mighty network of circumstance, forged and woven by God. (p. 176) The practical object of Masonry is the physical and moral amelioration and the intellectual and spiritual improvement of individuals and society. (p.218) Masonry represents the Good Principle and constantly wars against the evil one,... at everlasting and deadly feud with the demons of ignorance, brutality, baseness, falsehood, slavishness of soul, intolerance, superstition, tyranny, meanness, the insolence of wealth, and bigotry. (p.221) The true Mason labors for the benefit of those that are to come after him.. To plant the trees that, after we are dead, shall shelter our children, is as natural as to love the shade of those our fathers planted. p. 312."

"The desire to do something that shall benefit the world, when neither praise nor obloquy will reach us where we sleep soundly in the grave, is the noblest ambition entertained by man. It is the ambition of a true and genuine Mason. Knowing the slow processes by which the Deity brings about great results, he does not expect to reap as well as sow, in a single lifetime. It is the inflexible fate and noblest destiny, with rare exceptions, of the great and good, to work, and let others reap the harvest of their labors. (p. 316) Masonry propagates no creed except its own most simple and Sublime One; that universal religion, taught by Nature and by Reason. It reiterates the precepts of morality of all religions. It venerates the character and commends the teachings of the great and good of all ages and of all countries. It extracts the good and not the evil, the truth, and not the error, from all creeds; and acknowledges that there is much that is good and true in all. (p.718)"

"Some of you may perchance wonder that the war against the Catholic Church extends so widely. Indeed each of you knows well the nature, zeal, and intention of sects, whether called Masonic or some other name. When he compares them with the nature, purpose, and amplitude of the conflict waged nearly everywhere against the Church, he cannot doubt but that the present calamity must be attributed to their deceits and machinations for the most part. For from these the synagogue of Satan [cf. Book of Revelation 2,9 and 3,9] is formed which draws up its forces, advances its standards, and joins battle against the Church of Christ."