"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 to Menninger's , and even to the House of Venus ."

“The power structure will generally dictate the operative goals of the organization.”

“Without this form of social technology, the industrialized countries of the West could not have reached the heights of extravagance, wealth and pollution that they currently enjoy.”

“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.”

“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”

“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:”

“American society today is shaped not nearly as much by vast open spaces as it is by vast, bureaucratic organizations. Over half the working population toils away at enterprises with 500 or more employees--up from zero percent in 1800. Is this institutional immensity the logical outcome of technological forces in an all-efficient market, as some have argued?”