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I once believed that if organizations had a better fit between their technology and their structure, they would be more efficient and thus more profi… - Charles Perrow
" "I once believed that if organizations had a better fit between their technology and their structure, they would be more efficient and thus more profitable.
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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 Perrow graduated in 1960 at the University of California, Berkeley, supervised by Philip Selznick, with the unpublished Ph.D. dissertation, entitled "Authority, Goals, and Prestige in a General Hospital."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)."
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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
People in these fields no longer agree that such things as norms, values, and personality really exist or account for much; these concepts may only give a false sense of order to a world that both the academic and the person in the street desperately want to order. Sociology, too, is having some difficulty swallowing the simple, obvious proposition that attitudes predict behavior. (The proposition that morale predicts productivity is just one specification of this.)
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This article [entitled A framework for the comparative analysis of organizations], was one of three independent statements in 1967 of what came to be called "contingency theory." It held that the structure of an organization depends upon (is ‘contingent’ upon) the kind of task performed, rather than upon some universal principles that apply to all organizations. The notion was in the wind at the time.
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