A Quote by Oliver E. Williamson

The study of economic organization commonly proceeds as though market and administrative modes of organization were disjunct. Market organi­zation is the province of economists. Inter­nal organization is the concern of organization theory specialist. And never the twain shall meet.
I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
Large organization is loose organization. Nay, it would be almost as true to say that organization is always disorganization.
Military organization, like religious organization, can be seen as a paradigm of organization in general.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
The theory of cultural bias... is the idea that a culture is based on a particular form of organization. It can't be transplanted except to another variant of that organization.
When I joined Uber, the organization I was part of was over 25% women. By the time I was trying to transfer to another Eng. organization, this number had dropped down to less than 6%. Women were transferring out of the organization, and those who couldn't transfer were quitting or preparing to quit.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.
You must develop a sense of what you can contribute that goes beyond 1 company or organization. A career path today will likely involve moving from organization to organization, creating a picture of rising circles, rather than a vertical ladder. In fact, a vertical rise within one organization will very likely move you away from your strongest areas of competence.
The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don't improve myself and lift the organization, because that distance is a constant.
It is not the Soviet Union or indeed any other big Powers who need the United Nations for their protection. It is all the others. In this sense, the Organization is first of all their Organization and I deeply believe in the wisdom with which they will be able to use it and guide it. I shall remain in my post during the term of my office as a servant of the Organization in the interests of all those other nations, as long as they wish me to do so.
The minister and the priest teach that the organization is greater. No great philosophy has ever come from an organization, but from an individual whose research has been a personal study of God and ITS ways.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
The Andrew Principle is when the incompetence of an organization exceeds the incompetence of certain individuals within that organization, thereby allowing their promotion within said organization.
As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results.
I just wanted to speak to you about something from the Internal Revenue Code. It is the last sentence of section 509A of the code and it reads: 'For purposes of paragraph 3, an organization described in paragraph 2 shall be deemed to include an organization described in section 501C-4, 5, or 6, which would be described in paragraph 2 if it were an organization described in section 501C-3.' And that's just one sentence out of those fifty-seven feet of books.
To me, I think we want an organization that's aligned. We want an organization that has the same vision. But we don't want an organization that all has the same ideas. We want people that are willing to argue, fight, scratch and claw, but everyone is working together.
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