“As we look around the organizational world we begin to see that it is possible to identify different species of organization in different kinds of environments. Just as we ﬁnd polar bears in arctic regions, camels in deserts, and alligators in swamps, we notice that certain species of organization are better ‘‘adapted’’ to speciﬁc environmental conditions than others. We ﬁnd that bureaucratic organizations tend to work most effectively in environments that are stable or protected in some way and that very different species are found in more competitive and turbulent regions, such as the environments of high-tech ﬁrms in the aerospace and microelectronics industries.”

— Gareth Morgan, book Images of Organization

Source: Images of Organization (1986), p. 39; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as organism.

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Organizational theorist 1943

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 35 (Morgan, 1998)

“The Management of Innovation (1961) [by Tom Burns and George M. Stalker is]… the first major attempt to deal with the nature of organization-environment relations and identify the types of organizational structure and managerial practices that are appropriate for different environmental condition. Introduced the mechanistic-organic polarity (never a dichotomy) to the management lexicon.”

Daniel A. Wren (1932) American business theorist

Source: "Most influential management books of the 20th Century," 2001, p. 224.

“Active loose coupling occurs when a subsystem of an organization is more tightly coupled to an environmental sector than other subsystems, and a feedback loop connects environmental conditions with organizational responses. A feedback loop is present when an organizational mechanism for monitoring the environment exists, and when the state of the environment (or intended target of the organization's action) is compared to some desired state by members of the organization.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 85

“Paul Lawrence and Jay Lorsch (1967), who coined the label “contingency theory,” argue that different environments place differing requirements on organizations: specifically, environments characterized by uncertainty and rapid rates of change in market conditions or technologies present different challenges—both constraints and opportunities—to organizations than do placid and stable environments”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

“Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 13; Cited in: Morgen Witzel (2011) Fifty key figures management, p. 205

“Evolution in… cases has clearly been a very slow and almost (if not quite) continuous process, exactly as Darwin had predicted.
We must remember, however, that the organisms studied in this way are far from representative. They are in general the most successful members of animal associations living in very constant marine or lacustrine environments. We have not got similar data for land species… Nor do we possess them for the rarer forms. We shall see… that perhaps dominant species in a uniform environment are the least likely to undergo sudden change to a new type.”

J. B. S. Haldane book The Causes of Evolution

Introduction, p. 22.
The Causes of Evolution (1932)

“The law of organic development is still daily seen at work to certain effects, only somewhat short of a transition from species to species.”

Robert Chambers (publisher, born 1802) book Vestiges of the Natural History of Creation

Source: Vestiges of the Natural History of Creation (1844), p. 214

“The open system approach to organizations is contrasted with common-sense approaches, which tend to accept popular names and stereotypes as basic organizational properties and to identify the purpose of an organization in terms of the goals of its founders and leaders.
The open system approach, on the other hand, begins by identifying and mapping the repeated cycles of input, transformation, output, and renewed input which comprise the organizational pattern. This approach to organizations represents the adaptation of work in biology and in the physical sciences by von Bertalanffy and others.”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 33

“We are able to breathe, drink, and eat in comfort because millions of organisms and hundreds of processes are operating to maintain a liveable environment, but we tend to take nature's services for granted because we don't pay money for most of them.”

Eugene P. Odum (1913–2002) mathematician, ecologist, natural philosopher, and systems ecologist

Eugene Odum (1975) A Bridge Between Science and Society as cited in: Edward Goldsmith (2002) " Ecology – a bridge http://www.edwardgoldsmith.org/737/"

“Different subunits within an organization may confront different external demands. To cope with these various environments, organizations create specialized subunits with differing structural features. For example, some subunits may exhibit higher levels of formalization than others; some may be more centralized in decision making; some may be oriented to longer planning horizons. The more varied the types of environments confronted by an organization, the more differentiated its structure needs to be.”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

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