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The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous defin… - Charles Perrow
" "The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous definition. Yet a definition of goals is necessary and unavoidable in organizational analysis. Organizations are established to do something; they perform work directed toward some end.
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About Charles Perrow
Charles B. Perrow (born February 9, 1925) is an American Emeritus Professor of sociology at and visiting professor at . He is the author of several books and many articles on organizations, and is primarily concerned with the impact of large organizations on society. Perrow graduated in 1960 at the University of California, Berkeley, supervised by Philip Selznick, with the unpublished Ph.D. dissertation, entitled "Authority, Goals, and Prestige in a General Hospital." Perrow's research interests broadened over the years. Nowadays they include "the development of bureaucracy in the 19th Century; the radical movements of the 1960s; Marxian theories of industrialization and of contemporary crises; accidents in such high risk systems as nuclear plants, air transport, DNA research and chemical plants; protecting the nation’s critical infrastructure; the prospects for democratic work organizations; and the origins of U.S. capitalism (source: yale.edu)."
Also Known As
Alternative Names:
Charles B. Perrow
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C. B. Perrow
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Charles Bryce Perrow
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Additional quotes by Charles Perrow
Particularism means that irrelevant criteria like e.g. only relatives of the boss have a chance at top positions, in contrast to universalistic criteria like e.g. competences is all that counts, are employed in choosing employees... The particularistic criteria are likely to be negatively related to performance.
All complex organizations use people to pursue their tasks, but people-changing organizations work not only with or through people but also on them. People constitute the raison d'etre of these organizations, and, and, as our label suggests, the desired product is a new or altered person. People-changing organizations can be contrasted with organizations that produce, distribute, or service inanimate objects or symbols. The latter may have important consequences for their members' statuses, role-orientations, identities, and personalities, but these alterations are usually incidental, personal, or instrumental. In people-changing organizations the alterations re the primary end. Conceived in this way, the term "people-changing" encompasses a broad variety of organizations, ranging from the monastery (which cleanses the soul while teaching the outward signs of grace) to Menninger's (which restructures the personality), and even to the House of Venus (which reshapes buttocks and identity simultaneously).
Frequent scheduling of mass activities in the company of other inmates, group punishment, and administering physical punishment before groups of inmates enhance the probability that inmates identify strongly with one another against staff. When, in addition, staff maintain domineering authority relationships and considerable social dishance, inmates further perceive themselves as members of a group opposed to staff, and divergent interests between these groups are more fully recognized
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