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Product of complex interactions within and between the organization’s social structure, leadership groups and environment. ... They are never static … - Charles Perrow
" "Product of complex interactions within and between the organization’s social structure, leadership groups and environment. ... They are never static but subject to continual pressure and changes over time.
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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 Perrow graduated in 1960 at the University of California, Berkeley, supervised by Philip Selznick, with the unpublished Ph.D. dissertation, entitled "Authority, Goals, and Prestige in a General Hospital."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
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.
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:
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Most studies of the internal operation of complex organizations, if they mention goals at all, have taken official statements of goals at face value. This may be justified if only a limited problem is being investigated, but even then it contributes to the view that goals are not problematical. In this view, goals have no effect upon activities other than in the grossest terms; or it can be taken for granted that the only problem is to adjust means to given and stable ends. This reflects a distinctive "model" of organizational behavior, which Gouldner has characterized as the rational model. Its proponents see the managerial elite as using rational and logical means to pursue clear and discrete ends set forth in official statements of goals, while the worker is seen as governed by non-rationalistic, traditionalistic orientations.
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