Charles Perrow citáty (71 citátů) | Citáty slavných osobností

“One test of good theory is that it have practical implications.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. vii
Kontext: It is surprising how much discipline is imposed upon theory by requiring that it ‘make a difference’ and provide guidance or useful illumination. I learned long ago from students in professional schools that questions of ‘so what’ or ‘what relevance does this have’ do not signify impatience with theory per se, much less anti-intellectualism, but only impatience with the obvious, general, remote, and vague statements that often parade as social science theory. One test of good theory is that it have practical implications.

“Once a definition is embedded in a program, the opinions of personnel who remain at the institution become congruent with it.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. 34

“A great deal of organizational effort is exerted to control the effects of extra-organizational influence:; upon personnel. Daily, people come contaminated into the organization… Many of the irritating aspects of [[organizational structure] are designed to control these sources of contamination.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. 52

“[People-processing institutions are] a type of social institution in which human beings constitute both the raw materials and the products of organizational work. Although all social institutions are involved in some degree in people-processing activities, the term is properly restricted to those whose primary goal is the shaping, reshaping, removing, overhauling, retooling, reassembling, and recording the physical, psychological, social, legal, or moral aspects of human objects.”

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Charles Perrow

Zdroj: 1960s, Organization for treatment, 1966, p. 163; as cited in: David Shichor (2005), The Meaning and Nature of Punishment. p. 107

“Two aspects of this work process are of critical importance.”

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Charles Perrow

1960s, "Hospitals: technology, structure and goals", 1965

“The Basic Argument In its simplest form, the argument goes like this: when the tasks people perform are well understood, predictable, routine, and repetitive, a bureaucratic structure is the most efficient. Things can be "programmed," to use March and Simon's term. Where tasks are not well understood, generally because the 'raw material' that each person works on is poorly understood and possibly reactive, recalcitrant or self activating. the tasks are non-routine. Such units or organizations are difficult to bureaucratize.”

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Charles Perrow

Zdroj: 1970s, Complex organizations, 1972, p. 166

“In research terms, the issue is to examine and explain the variations within and among residential institutions.”

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Charles Perrow

Zdroj: 1960s, Organization for treatment, 1966, p. vii

“Executives were closely observed at work at their desks, at staff meetings, while talking with inmates or moving about the grounds and so on, and again in the feedback sessions when we gave them findings.”

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Charles Perrow

Zdroj: 1960s, Organization for treatment, 1966, p. 48

“Organisations are viewed as systems which utilise energy in a patterned, directed effort to alter the condition of basic materials in a predetermined manner.”

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Charles Perrow

Zdroj: 1960s, "Hospitals: technology, structure and goals", 1965, p. 913

“People's attitudes are shaped at least as much by the organization in which they work as by their pre-existing attitudes.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. 4

“The structural viewpoint considers the roles people play, rather than the nature of the personalities in these roles. It deals with the structures in which roles are performed— the relationship of groups to each other, such as sales and production, and the degree of centralization or decentralization.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. 2

“Covers the history and tradition, the precedents and established commitments involved in all past action. These limit, though not determine, the present actions that any one group may take. If any single thing deserved the designation “the institution” or “the hospital” it would be this.””

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Charles Perrow

Zdroj: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 15

“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:
:* centralized authority
:* clear lines of authority
:* specialization and expertise
:* marked division of labor
:* rules and regulations
:* clear separation of staff and line
The forces of light, which by mid-twentieth century came to be characterized as the human relations school, emphasizes people rather than machines, accommodations rather than machine-like precision, and draws its inspiration from biological systems rather than engineering systems. It has emphasized such things as:
:* delegation of authority
:* employee autonomy
:* trust and openness
:* concerns with the "whole person"
:* interpersonal dynamics
The forces of darkness formulated their position first, starting in the early part of this century. They have been characterized as the scientific management or classical management school…”

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Charles Perrow

Zdroj: 1970s, "The short and glorious history of organizational theory", 1973, p. 3

“Another discipline began to intrude upon the confident work and increasingly elaborate models of the human relations theorists (largely social psychologists) and the uneasy toying with bureaucracy of the "structionalists" (largely sociologists). Both tended to study economic organizations. A few, like Philip Selznick, were noting conflict and differences in goals (perhaps because he was studying a public agency, the Tennessee Valley Authority), but most ignored conflict or treated it as a pathological manifestation of breakdowns in communication or the ego trips of unreconstructed managers.”

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Charles Perrow

Zdroj: 1970s, "The short and glorious history of organizational theory", 1973, p. 7

“Without this form of social technology, the industrialized countries of the West could not have reached the heights of extravagance, wealth and pollution that they currently enjoy.”

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Charles Perrow

Zdroj: 1970s, Complex organizations, 1972, p. 5; Talking about bureaucracy

“The hundreds of scientific studies of this phenomenon come to one general conclusion: Leadership is highly variable or "contingent" upon a large variety of important variables such as nature of task, size of the group, length of time the group has existed, type of personnel within the group and their relationships with each other, and amount of pressure the group is under. It docs not seem likely that we'll be able to devise a way to select the best leader for a particular situation. Even if we could, that situation would probably change in a short time and thus would require a somewhat different type of leader.”

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Charles Perrow

Zdroj: 1970s, "The short and glorious history of organizational theory", 1973, p. 13

“Engineers speak of a “control loop,” in which the “man in the loop” is the problematical element. This is the human component in a series of sequentially interacting pieces of equipment that control or adjust a function. But when the pilot is suddenly and unexpectedly brought into the control loop (in other words, participates in decision making) as a result of (inevitable) equipment failure, he is disoriented. Long periods of passive monitoring make one unprepared to act in emergencies. The sudden appearance of several alarms, all there for safety reasons, leads to disorientation.”

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Charles Perrow kniha Normal Accidents

Zdroj: 1980s and later, Normal Accidents, 1984, p. 132

“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.”

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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. 132
1960s

“Barnard comes close to joining Roethlisberger and Dickson in their assumption that management behavior is mainly rational and workers' behavior nonrational.”

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Charles Perrow

Zdroj: 1970s, Complex organizations, 1972, p. 88

“Routine tasks… are well-established techniques which are sure to work, and these are applied to essentially similar raw materials, That is, there is little uncertainty about methods and little variety or change in the tasks that must be performed.”

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Charles Perrow

Zdroj: 1970s, Organizational Analysis: A Sociological View, 1970, p. 75

“For many purposes of organizational analysis technology might not be an independent variable but a dependent one.”

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Charles Perrow

Charles Perrow (1967), in: Industrial Relations Research Association, Proceedings of the ... Annual Winter Meeting, Vol. 19 (1967), p. 163
1960s

“Some of these by-products [of official goals] may become so important to the participants who make up the institution as to constitute unofficial goals. “I would not be interested in this hospital unless it…” did something or other. “The trouble with this place is everyone is so concerned with” this or that pursuit. Where these blanks are not filled in with good patient care, teaching and research we have unofficial goals of some group or individual, and thus we have uses to which the institution is put other than the avowed ones.”

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Charles Perrow

Zdroj: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 15. (Emphasis in the original by Jones (2013)).

“For our purposes then, the bureaucratic model refers to an organization which attempts to control extra-organizational influences (stemming from the characteristics of personnel and changes in the environment) through the creation of specialized (staff) positions and through such rules and devices as regulations and categorization.”

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Charles Perrow

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

“By technology is meant the actions that an individual performs upon an object, with or without the aid of tools or mechanical devices, in order to make some change in that object. The object, or 'raw material', may be a living being, human or otherwise, a symbol, or an Inanimate object. People are raw materials in people-changing or people-processing organizations; symbols are materials in banks, advertising agencies, and some research organizations; the interactions of people are raw materials to be manipulated by administrators in organizations; boards of directors, committees, and councils are usually Involved with the changing or processing of symbols and human interactions, and so on.”

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Charles Perrow

Zdroj: 1960s, "A Framework for the Comparative Analysis of Organizations", 1967, p. 195

“The operative goals will be shaped by the dominant group, reflecting the imperatives of the particular task area that is most critical, their own background characteristics (distinctive perspectives based upon their training, career lines, and areas of competence) and the unofficial uses to which they put the organization for their own needs.”

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Charles Perrow

Varianta: The dominant group, reflecting the imperatives of the particular task that is most critical (to the organization), their own background characteristics (distinctive perspectives based on their training, career lines, and areas of competence) and the unofficial uses to which they put the organization for their own ends.
Zdroj: 1960s, "The analysis of goals in complex organizations", 1961, p. 857