An organization (or organisation — see spelling differences) is a social group which distributes tasks for a collective goal. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon - as we know `organ` - and it means a compartment for a particular job.

1862 Diagram of the Federal Government and American Union.

There are a variety of legal types of organizations, including: corporations, governments, non-governmental organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and universities. A hybrid organization is a body that operates in both the public sector and the private sector, simultaneously fulfilling public duties and developing commercial market activities. As a result the hybrid organization becomes a mixture of a government and a corporate organization.

In the social sciences, organizations are the object of analysis for a number of disciplines, such as sociology, economics, political science, psychology, management, and organizational communication. The broader analysis of organizations is commonly referred to as organizational structure, organizational studies, organizational behavior, or organization analysis. A number of different perspectives exist, some of which are compatible:

• From a process-related perspective, an organization is viewed as an entity is being (re-)organized, and the focus is on the organization as a set of tasks or actions.
• From a functional perspective, the focus is on how entities like businesses or state authorities are used.
• From an institutional perspective, an organization is viewed as a purposeful structure within a social context.

In sociology[link]

Sociology can be defined as the science of the institutions of modernity; specific institutions serve a function, akin to the individual organs of a coherent body. In the social and political sciences in general, an "organization" may be more loosely understood as the planned, coordinated and purposeful action of human beings working through collective action to reach a common goal or construct a tangible product. This action is usually framed by formal membership and form (institutional rules). Sociology distinguishes the term organization into planned formal and unplanned informal (i.e. spontaneously formed) organizations. Sociology analyzes organizations in the first line from an institutional perspective. In this sense, organization is a permanent arrangement of elements. These elements and their actions are determined by rules so that a certain task can be fulfilled through a system of coordinated division of labor.

An organization is defined by the elements that are part of it (who belongs to the organization and who does not?), its communication (which elements communicate and how do they communicate?), its autonomy (which changes are executed autonomously by the organization or its elements?), and its rules of action compared to outside events (what causes an organization to act as a collective actor?).

By coordinated and planned cooperation of the elements, the organization is able to solve tasks that lie beyond the abilities of the single elements. The price paid by the elements is the limitation of the degrees of freedom of the elements. Advantages of organizations are enhancement (more of the same), addition (combination of different features) and extension. Disadvantages can be inertness (through co-ordination) and loss of interaction.

Organizational structures[link]

The study of organizations includes a focus on optimizing organizational structure. According to management science, most human organizations fall roughly into four types:

• Pyramids or hierarchies
• Committees or juries
• Matrix organizations
• Ecologies

Pyramids or hierarchies[link]

A hierarchy exemplifies an arrangement with a leader who leads other individual members of the organization. This arrangement is often associated with bureaucracy.

These structures are formed on the basis that there are enough people under the leader to give him support. Just as one would imagine a real pyramid, if there are not enough stone blocks to hold up the higher ones, gravity would irrevocably bring down the monumental structure. So one can imagine that if the leader does not have the support of his subordinates, the entire structure will collapse. Hierarchies were satirized in The Peter Principle (1969), a book that introduced hierarchiology and the saying that "in a hierarchy every employee tends to rise to his level of incompetence."

Committees or juries[link]

These consist of a group of peers who decide as a group, perhaps by voting. The difference between a jury and a committee is that the members of the committee are usually assigned to perform or lead further actions after the group comes to a decision, whereas members of a jury come to a decision. In common law countries, legal juries render decisions of guilt, liability and quantify damages; juries are also used in athletic contests, book awards and similar activities. Sometimes a selection committee functions like a jury. In the Middle Ages, juries in continental Europe were used to determine the law according to consensus amongst local notables.

Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved that if the average member votes better than a roll of dice, then adding more members increases the number of majorities that can come to a correct vote (however correctness is defined). The problem is that if the average member is subsequently worse than a roll of dice, the committee's decisions grow worse, not better: Staffing is crucial.

Parliamentary procedure, such as Robert's Rules of Order, helps prevent committees from engaging in lengthy discussions without reaching decisions.

Matrix organization[link]

This organizational type assigns each worker two bosses in two different hierarchies. One hierarchy is "functional" and assures that each type of expert in the organization is well-trained, and measured by a boss who is super-expert in the same field. The other direction is "executive" and tries to get projects completed using the experts. Projects might be organized by products, regions, customer types, or some other schema.

As an example, a company might have an individual with overall responsibility for Products X and Y, and another individual with overall responsibility for Engineering, Quality Control etc. Therefore, subordinates responsible for quality control of project X will have two reporting lines.

Ecologies [link]

This organization has intense competition. Bad parts of the organization starve. Good ones get more work. Everybody is paid for what they actually do, and runs a tiny business that has to show a profit, or they are fired.

Companies who utilize this organization type reflect a rather one-sided view of what goes on in ecology. It is also the case that a natural ecosystem has a natural border - ecoregions do not in general compete with one another in any way, but are very autonomous.

The pharmaceutical company GlaxoSmithKline talks about functioning as this type of organization in this external article from The Guardian.

Organization theories[link]

Among the theories that are or have been most influential are:

• Enterprise architecture, is the conceptual model that defines the coalescence of organizational structure and organizational behavior.
• Actor-Network Theory
• Agency theory (sometimes called principal - agent theory)
• Contingency theory
• Complexity theory and organizations
• Critical management studies
• Economic sociology
• Garbage Can Model
• Human Relations Studies (going back to the Hawthorne studies, Maslow and Herzberg)
• Labour Process Theory
• Marxist organization analysis
• Network analysis
• New institutionalism and new institutional economics
• Organizational culture
• Organization ecology (or demography of organizations)
• Scientific management (mainly following Frederick W. Taylor)
• Social entrepreneurship
• Transaction cost economics
• Weberian organization theory (refer to Max Weber's chapter on Bureaucracy in his book 'Economy and Society')

Leadership in organizations[link]

A leader in a formal, hierarchical organization, who is appointed to a managerial position, has the right to command and enforce obedience by virtue of the authority of his position. However, he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority.^[1]

Leadership in formal organizations[link]

An organization that is established as a means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position.^[2]

Leadership in informal organizations[link]

In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.^[2]

In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.^[1]

Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain cooperation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.^[1]

See also[link]

Related lists[link]

• List of civic, fraternal, service, and professional organizations
• List of environmental organizations
• List of professional organizations
• List of trade unions

Notes[link]

References[link]

This article includes a list of references, related reading or external links, but its sources remain unclear because it lacks inline citations. Please improve this article by introducing more precise citations. (July 2009)

• Richard Scott. Organizations. ISBN 0-13-266354-6
• Richard Scott. Organizations and Institutions
• Charles Handy.Understanding Organizations
• Laurence J. Peter and Raymond Hull. The Peter Principle Pan Books 1970 ISBN 0-330-02519-8
• Ronald Coase (1937). "The Nature of the Firm" Economica, 4(16), pp. 386–405.
• Julie Morgenstern (1998). Organizing from the Inside Out. Owl Books ISBN 0-8050-5649-1
• Henry Mintzberg (1981). "Organization Design: Fashion or Fit" Harvard Business Review (January February),
• Thomas Marshak (1987). "organization theory," The New Palgrave: A Dictionary of Economics, v. 3, pp. 757–60.
• Bent Flyvbjerg (2005). "Design by Deception: The Politics of Megaproject Approval." Harvard Design Magazine, no. 22, Spring/Summer issue, pp. 50-59.
• Daniel Katz; Robert Louis Kahn (1966). The social psychology of organizations. Wiley. OCLC 255184. 
• Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. ISBN 0-87620-540-6 9780876205402. OCLC 2299496. 
• Virginia Satir (1967). Conjoint family therapy; a guide to theory and technique. Palo Alto, Calif.: Science and Behavior Books. OCLC 187068. 
• James G March; Herbert A Simon (1958). Organizations. New York: Wiley. ISBN 0-471-56793-0 9780471567936. OCLC 1329335. 
• Carl R Rogers; Fritz Jules Roethlisberger (1990). Barriers and gateways to communication. Boston, Mass.: Harvard Business Review. OCLC 154085959. 
• Hewlett, Roderic. (2006). The Cognitive leader. Rowman & Littlefield Pub Inc.
• Samson, D., Daft, R. (2005). Management: second Pacific Rim edition. Melbourne, Victoria: Thomson
• Charles Handy.21 Ideas for Managers: Practical Wisdom for Managing Your Company and Yourself, First ed San Francisco: Jossey-Bass, 2000 Print

External links[link]

• Research on Organizations: Bibliography Database and Maps
• TheTransitioner.org: a site dedicated to collective intelligence and structure of organizations

Francis Gurry
4th Director General of the World Intellectual Property Organization
Incumbent
Assumed office 1 October 2008
Preceded by	Kamil Idris
Personal details
Born	(1951-05-17) 17 May 1951 (age 61) Australia
Nationality	Australian

Francis Gurry (born 17 May 1951^[1][2]) is an Australian national and the fourth and current Director General of the World Intellectual Property Organization (WIPO). He is also Secretary-General of the International Union for the Protection of New Varieties of Plants (UPOV). Gurry previously served as a Deputy Director General of WIPO from 2003 to 2008.^[3]

Career[link]

Gurry graduated in 1974 from the University of Melbourne with a Bachelor of Laws and was admitted as a barrister and solicitor of the Supreme Court of Victoria, Australia in 1975.^[2] He worked in Melbourne as an articled clerk and solicitor at Arthur Robinson & Co. (now Allens Arthur Robinson)^[4] and earned a Master of Laws degree from the University of Melbourne in 1976^[5]. From 1976 to 1979, Gurry was a research student at the Faculty of Law at the University of Cambridge, United Kingdom, from which he was awarded a PhD^[5] in 1980 for his thesis dealing with breach of confidence.^[2]

Before joining WIPO, Gurry was a senior lecturer in law at the University of Melbourne and, for one year, a solicitor at Freehills, Melbourne.^[6] He was also a visiting professor of law at the University of Dijon, France.^[2]

Francis Gurry joined the World Intellectual Property Organization in 1985^[7] as a consultant and senior program officer in the Regional Bureau for Asia and the Pacific. Between 1988 and 1999, he held positions in different sectors of WIPO, including in the Industrial Property Law Section, the Office of the Director General, and the Legal Counsel Office.^[2] As Assistant Director General (from 1999-2003) and Deputy Director General (from 2003-2008), he was in charge of a variety of areas including the Patent Cooperation Treaty (PCT), patent law and policy, the WIPO Arbitration and Mediation Center (which he helped establish^[8]), traditional knowledge, traditional cultural expressions and genetic resources, and life sciences.^[2]

Francis Gurry was nominated as a candidate for the position of Director General of WIPO in February 2008^[9] and won the election on 13 May 2008.^[10] On 22 September 2008, he was appointed Director General by the WIPO General Assembly.^[11] His six-year term started on 1 October 2008 and will run through to the end of September 2014.^[12]

Published works[link]

Books[link]

• International Intellectual Property in an Integrated World Economy, Aspen Publishers, New York, 2007 (with Frederick Abbot and Thomas Cottier), ISBN 978-0-7355-3958-7
• International Intellectual Property System: Commentary and Materials, Kluwer Law International, The Hague, 1999 (with Frederick Abbot and Thomas Cottier), ISBN 90-411-9322-7
• Breach of Confidence, Oxford University Press, Oxford, 1984, ISBN 0-19-825378-8 (re-printed 1990)
• Confidential Information, Oxford University Press, Oxford, 1981

Selected articles[link]

• “The Cambrian Explosion”, International Review of Intellectual Property and Competition Law, vol. 38, no. 3 (2007), pp. 255-258
• “Globalization, Intellectual Property and Development”, Proceedings of the American Society of International Law, 2005
• “The Growing Complexity of International Policy in Intellectual Property”, Science and Engineering Ethics, vol. 11, no. 1 (2005), pp. 13-20
• “The Dispute Resolution Services of the World Intellectual Property Organization”, Journal of International Economic Law, vol. 2, no. 2 (1999), pp. 385 – 398
• “The Evolution of Technology and Markets and the Management of Intellectual Property Rights”, in Frederick Abbott and David Gerber (eds.) Public Policy and Global Technology Integration, (Kluwer Law International, London, 1997), ISBN 90-411-0655-3
• “Arbitrage et propriété intellectuelle”, in Institut de recherche en propriété intellectuelle Arbitrage et propriété intellectuelle (Libraires Techniques, Paris, 1994), ISBN 2-7111-2383-9

References[link]

External links[link]

• Francis Gurry at WIPO
• Francis Gurry at the Melbourne Law School, University of Melbourne
• Francis Gurry at the Munich Intellectual Property Law Center (MIPLC)
• An Interview with WIPO Director General Francis Gurry (WIPO Magazine 5/2010)
• An Exclusive Interview with Francis Gurry, WIPO Director General (IPWatchdog, 4 May 2010)

v t e Directors General of the World Intellectual Property Organization (WIPO) Georg Bodenhausen (Netherlands) • Árpád Bogsch (United States) • Kamil Idris (Sudan) • Francis Gurry (Australia)