Organizational Theory

"Public administration is that part of the science of administration which has to do with government, and thus concerns itself primarily with the executive branch, where the work of government is done, though there are obviously administrative problems also in connection with the legislative and the judicial branches. Public administration is thus a division of political science, and one of the social sciences."

"Liberty and good government do not exclude each other; and there are excellent reasons why they should go together. Liberty is not a means to a higher political end. It is itself the highest political end. It is not for the sake of a good public administration that it is required, but for security in the pursuit of the highest objects of civil society, and of private life."

"Public administration is a process or a theory, not merely an accumulation of detailed facts. It is Verwaltungslehre. The object of administrative study should be to discover, first, what government can properly and successfully do, and secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost both of money and of energy."

"Machiavelli was aware of the limitations of technical knowledge; it was not Machiavelli himself, but his followers, who believed in the sovereignty of technique, who believed that government was nothing more than 'public administration' and could be learned from a book."

"The study of public administration must include its ecology. "Ecology," states the Webster Dictionary, "is the mutual relations, collectively, between organisms and their environment." J. W. Bews points out that "the word itself is derived from the Greek oikos a house or home, the same root word as occurs in economy and economics. Economics is a subject with which ecology has much in common, but ecology is much wider. It deals with all the inter-relationships of living organisms and their environment." Some social scientists have been returning to the use of the term, chiefly employed by the biologist and botanist, especially under the stimulus of studies of anthropologists, sociologists, and pioneers who defy easy classification, such as the late Sir in Britain."

"Institutions are human behavior, and they are, therefore, to be explained by the characteristics of that behavior."

"I present, for what it is worth, and may prove to be worth, the following bill of axioms or aphorisms on public administration, as fitting this important occasion."

"By public administration is meant, in common usage, the activities of the executive branches of national, state, and local governments; independent boards and commissions set up by the congress and state legislatures; government corporations, and certain agencies of a specialized character. Specifically excluded are judicial and legislative agencies within the government and nongovernmental administration."

"It is impossible to understand the American public without taking into account the tremendous psychological effect of bringing up a generation of people in a daily environment of advertising. It is impossible to escape the advertising man; his sales talk assaults us in the morning newspaper, in the street car, with billboards along the highways, and in his shameless use of the radio. This means that from morning till night, in the midst of our work as in our recreation, we live constantly in an atmosphere of intellectual shoddiness. Every popular prejudice and vulgar conceit is played upon and pandered to in the interests of salesmanship. Everywhere material interests and herd opinion are strengthened to the loss of personal independence. The tendency is to think and speak for effect rather than out of one's inner life. There is a marked decline the ability to play with ideas, or to live the spiritual life for its own sake. Hence a decline in civilization of interest, humor and urbanity. Advertising tends to make mechanized barbarians of us all."

"There is no evil that is not fostered and encouraged for the sake of making money."

"For the words of the profits were written on the studio wall"

"The music of the soul is also the music of salesmanship. Exchange value, not truth value counts. On it centers the rationality of the status quo, and all alien rationality is bent to It."

"On level 14, Elizabeth is falling in love. This is what makes her such a good sales rep, and an emotional basket case: she falls in love with her customers. It is hard to convey just how wretchedly, boot-lickingly draining it is to be a salesperson. Sales is a business of relationships, and you must cultivate customers with tenderness and love, like cabbages in winter, even if the customer is an egomaniacal asshole you want to hit with a shovel. There is something wrong with the kind of person who becomes a sales rep, or if not, there is something wrong after six months."

"The ascetic Gotama … avoids watching dancing, singing, music and shows. He abstains from using garlands, perfumes, cosmetics, ornaments and adornments. … He refrains from running errands, from buying and selling."

"We find it meaningful when an owner cares about whom he sells to. We like to do business with someone who loves his company, not just the money that a sale will bring him (though we certainly understand why he likes that as well). When this emotional attachment exists, it signals that important qualities will likely be found within the business: honest accounting, pride of product, respect for customers, and a loyal group of associates having a strong sense of direction. The reverse is apt to be true, also. When an owner auctions off his business, exhibiting a total lack of interest in what follows, you will frequently find that it has been dressed up for sale, particularly when the seller is a “financial owner.” And if owners behave with little regard for their business and its people, their conduct will often contaminate attitudes and practices throughout the company."

"Elizabeth is smart, ruthless, and emotionally damaged; that is, she is a sales representative."

"We like to buy things where no one makes a dime selling them to us."

"Love and admiration are drowned in these astronomical figures."

"In so far as words are not used obviously to calculate technically relevant probabilities or for other practical purposes, … they are in danger of being suspect as sales talk of some kind."

"The sales department isn't the whole company, but the whole company had better be the sales department."

"We have seen that the formation and maintenance of self-organizing systems are compatible with the laws of physical chemistry.”"

"A self–organizing system acts autonomously, as if the interconnecting components had a single mind. And as these components spontaneously march to the beat of their own drummer, they organize, adapt, and evolve toward a greater complexity than one would ever expect by just looking at the parts by themselves."

"Falling between order and chaos, the moment of complexity is the point at which self-organizing systems emerge to create new patterns of coherence and structures of behaviour."

"Every isolated determinate dynamic system, obeying unchanging laws, will ultimately develop some sort of organisms that are adapted to their environments."

"This is a general characteristic of self-organizing systems: they are robust or resilient. This means that they are relatively insensitive to perturbations or errors, and have a strong capacity to restore themselves, unlike most human designed systems."

"In that sense, a self-organizing system is intrinsically adaptive: it maintains its basic organization in spite of continuing changes in its environment. As noted, perturbations may even make the system more robust, by helping it to discover a more stable organization."

"Such a system is “self-organizing” in the sense that it changes from “parts separated” to “parts joined.”"

"The underlying problem of centralization is that it attempts to force many dissimilar parts into a seamless whole. Of course, nothing is identical in the physical world. No two parts are equal. This means that centralization must force cohesion of mismatched parts—a herculean task that is impossible to satisfy."

"The spirit of encroachment tends to consolidate the powers of all the departments in one, and thus to create whatever the form of government, a real despotism. A just estimate of that love of power, and proneness to abuse it, which predominates in the human heart is sufficient to satisfy us of the truth of this position."

"Nature is pretty good at networks, self-organizing systems. By contrast, social systems are top-down and hierarchical, from which we draw the basic assumption that organization and order can only come from centralism."

"The accumulation of all powers, legislative, executive, and judiciary, in the same hands, whether of one, a few, or many, and whether hereditary, self-appointed, or elective, may justly be pronounced the very definition of tyranny."

"I believe very deeply, as I explained in my book The Lion and the Unicorn, in the English people and in their capacity to centralise their economy without destroying freedom in doing so."

"But Elias did propose an exogenous trigger to get the whole thing started, indeed, two triggers. The first was the consolidation of a genuine Leviathan after centuries of anarchy in Europe’s feudal patchwork of baronies and fiefs. Centralized monarchies gained in strength, brought the warring knights under their control, and extended their tentacles into the outer reaches of their kingdoms. According to the military historian Quincy Wright, Europe had five thousand independent political units (mainly baronies and principalities) in the 15th century, five hundred at the time of the Thirty Years’ War in the early 17th, two hundred at the time of Napoleon in the early 19th, and fewer than thirty in 1953. The consolidation of political units was in part a natural process of agglomeration in which a moderately powerful warlord swallowed his neighbors and became a still more powerful warlord. But the process was accelerated by what historians call the military revolution: the appearance of gunpowder weapons, standing armies, and other expensive technologies of war that could only be supported by a large bureaucracy and revenue base. A guy on a horse with a sword and a ragtag band of peasants was no match for the massed infantry and artillery that a genuine state could put on the battlefield. As the sociologist Charles Tilly put it, “States make war and vice-versa.” Turf battles among knights were a nuisance to the increasingly powerful kings, because regardless of which side prevailed, peasants were killed and productive capacity was destroyed that from the kings’ point of view would be better off stoking their revenues and armies. And once they got into the peace business—“the king’s peace,” as it was called—they had an incentive to do it right. For a knight to lay down his arms and let the state deter his enemies was a risky move, because his enemies could see it as a sign of weakness. The state had to keep up its end of the bargain, lest everyone lose faith in its peacekeeping powers and resume their raids and vendettas."

"The shortcomings of centralization were largely ignored until the advent of the computer age. Computing power gave scientists the capability to quantify the fatal flaws underlying the tenets of centralization. The phrase that computer technicians coined to describe these inherent defects is 'single point of failure'. The 'single point of failure' principle refers to a system such that, if that one component were to fail, the entire system would grind to a halt… In socioeconomics, it means that one single error by a government agency could invoke a devastating outcome to society and its citizens. One error could crash a centralized system, leading to total systemic failure."

"The modern period in organization theory is characterized by vogues, heterogeneity, claims and counter-claims."

"The process of theory construction in organizational studies is portrayed as imagination disciplined by evolutionary processes analogous to artificial selection. The quality of theory produced is predicted to vary as a function of the accuracy and detail present in the problem statement that triggers theory building, the number of and independence among the conjectures that attempt to solve the problem, and the number and diversity of selection criteria used to test the conjectures."

"“Organization theory,” a term that appeared in the middle of the twentieth century, has multiple meanings. When it first emerged, the term expressed faith in scientific research as a way to gain understanding of human beings and their interactions... The term “organization theory” also indicated an aspiration to state generalized, abstract propositions about a category of social systems called “organizations,” which was a very new concept."

"Wealth in the modern world does not come merely from individual effort; it results from a combination of individual effort and of the manifold uses to which the community puts that effort. The individual does not create the product of his industry with his own hands; he utilizes the many processes and forces of mass production to meet the demands of a national and international market."

"The domain of organization theory is coming to resemble more of a weed patch than a well-tended garden. Theories of the middle range (Merton, 1968; Pinder and Moore, 1979) proliferate, along with measures, terms, concepts, and research paradigms. It is often difficult to discern in what direction knowledge of organizations is progressing — or if, it is progressing at all. Researchers, students of organization theory, and those who look to such theory for some guidance about issues of management and administration confront an almost bewildering array of variables, perspectives, and inferred prescriptions."

"From the beginning, the forces of light and the forces of darkness have polarized the field of organizational analysis, and the struggle has been protracted and inconclusive. The forces of darkness have been represented by the mechanical school of organizational theory— those who treat the organization as a machine. This school characterizes organizations in terms o£ such things as:"

"Furthermore, the drain of a depression upon the reserves of business puts a disproportionate strain upon the modestly capitalized small enterprise. Without such small enterprises our competitive economic society would cease. Size begets monopoly. Moreover, in the aggregate these little businesses furnish the indispensable local basis for those nationwide markets which alone can ensure the success of our mass production industries. Today our smaller corporations are fighting not only for their own local well-being but for that fairly distributed national prosperity which makes large-scale enterprise possible. It seems only equitable, therefore, to adjust our tax system in accordance with economic capacity, advantage and fact. The smaller corporations should not carry burdens beyond their powers; the vast concentrations of capital should be ready to carry burdens commensurate with their powers and their advantages."

"Another forerunner of modern organization theorists was Andrew Ure, a professor of chemistry. An enthusiastic proponent of “the factory system,” Ure (1835) took a step beyond Adam Smith. Whereas Smith’s pin factory was solely an example of division of labor, Ure pointed out that a factory poses organizational challenges. He asserted that every factory incorporates “three principles of action, or three organic systems”: (a) a “mechanical” system that integrates production processes, (b) a “moral” system that motivates and satisfies the needs of workers, and (c) a “commercial” system that seeks to sustain the firm through financial management and marketing. Harmonizing these three systems, said Ure, was the responsibility of managers."

"The purpose of spending years developing an organizational theory is the hope that it will lead to improvements in organizations."

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

"The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it. The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone... In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made."

"Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs — and for the same reason: theories help us make sense of incoming information."

"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"

"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."

"One of the hardest-to-down myths about the evolution of mass production at Ford is one which credits much of the accomplishment to 'scientific management.' No one at Ford—not Mr. Ford, Couzens, Flanders, Wills, Pete Martin, nor I—was acquainted with the theories of the 'father of scientific management,' Frederick W. Taylor. Years later I ran across a quotation from a two-volume book about Taylor by Frank Barkley Copley, who reports a visit Taylor made to Detroit late in 1914, nearly a year after the moving assembly line had been installed at our Highland Park plant. Taylor expressed surprise to find that Detroit industrialists 'had undertaken to install the principles of scientific management without the aid of experts.' To my mind this unconscious admission by an expert is expert testimony on the futility of too great reliance on experts and should forever dispose of the legend that Taylor's ideas had any influence at Ford."

"The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further."