"The constructive process inheres in all forms of synergy, and the cooperation of antithetical forces in nature always results in making, that is, in creating something that did not exist before. But in the organic world this character of structure becomes the leading feature, and we have synthetic products consisting of tissues and organs serving definite purposes, which we call functions."
"Social structures are the products of social synergy, i.e., of the interaction of different social forces, all of which, in and of themselves, are destructive, but whose combined effect, mutually checking, constraining, and equilibrating one another, is to produce structures. The entire drift is toward economy, conservatism, and the prevention of waste. Social structures are mechanisms for the production of results, and the results cannot be secured without them. They are reservoirs of power."
"The true nature of the universal principle of synergy pervading all nature and creating all the different kinds of structure that we observe to exist, must now be made clearer. Primarily and essentially it is a process of equilibration, i.e., the several forces are first brought into a state of partial equilibrium. It begins in collision, conflict, antagonism, and opposition, and then we have the milder phases of antithesis, competition, and interaction, passing next into a modus vivendi, or compromise, and ending in collaboration and cooperation. […] The entire drift is toward economy, conservatism, and the prevention of waste." (James Q Dealey & Lester F Ward, "A Text-book of Sociology", 1905)
"To manage is to forecast and plan, to organize, to command, to coordinate and to control. To foresee and plan means examining the future and drawing up the plan of action. To organize means building up the dual structure, material and human, of the undertaking. To command means binding together, unifying and harmonizing all activity and effort. To control means seeing that everything occurs in conformity with established rule and expressed demand." (Henri Fayol, 1916)
"The classical vertical arrangement for project management is characterized by an inherent self-sufficiency of operation. It has within its structure all the necessary specialized skills to provide complete engineering capabilities and it also has the ability to carry on its own laboratory investigations, preparation of drawings, and model or prototype manufacture. (Penton Publishing Company, Automation Vol 2, 1955)
"'Structure follows strategy' is one of the fundamental insights we have acquired in the last twenty years. Without understanding the mission, the objectives, and the strategy of the enterprise, managers cannot be managed, organizations cannot be designed, managerial jobs cannot be made productive. [...] Strategy determines what the key activities are in a given business. And strategy requires knowing 'what our business is and what it should be'." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)
"We never like to admit to ourselves that we have made a mistake. Organizational structures tend to accentuate this source of failure of information." (Kenneth E Boulding, "Toward a General Social Science", 1974)
"Every company has two organizational structures: the formal one is written on the charts; the other is the everyday living relationship of the men and women in the organization." (Harold Geneen & Alvin Moscow, Managing, 1984)
"Inertial pressures prevent most organizations from radically changing strategies and structures." (Michael T Hannan, "Organizational Ecology", 1989)
"Model is used as a theory. It becomes theory when the purpose of building a model is to understand the mechanisms involved in the developmental process. Hence as theory, model does not carve up or change the world, but it explains how change takes place and in what way or manner. This leads to build change in the structures." (Laxmi K Patnaik, "Model Building in Political Science", The Indian Journal of Political Science Vol. 50 (2), 1989)
"Systems thinking is based on the theory that a system is, in essence, circular. Using a systems approach in your strategic management, therefore, provides a circular implementing structure that can evolve, with continuously improving, self-checking, and learning capabilities [...]" (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)
"Strategy is the serious work of figuring out how to translate vision and mission into action. Strategy is a general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization reach its goals. Like vision, strategy changes, but successful companies develop strategies that focus on core competence, develop synergy, and create value for customers. Strategy is implemented through the systems and structures that are the basic architecture for how things get done in the organization." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)
"Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm managers, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. But doing that requires a focus on the big picture." (Richard L Daft, "The Leadership Experience", 2008)
"The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people." (John Kotter, "The Heart of Change: Real-Life Stories of How People Change Their Organizations", 2012)
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