“March and Simon's work reflects a key concern with the issue of inducing contributions from organizational members and emphasizes rationality in organizations. The writing of Likert and McGregor reflects a central interest in organizational arrangements for releasing the underutilized energy of individual members. Argyris' work emphasizes the impact of the organization on individual development. All of these writers tend to start with the individual as the basic unit of analysis and build toward the large organization, while we are proposing to start with larger, sociological entities- the entire organization and its larger subsystems.”

—  Paul R. Lawrence

Source: "Differentiation and integration in complex organizations," 1967, p. 3

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "March and Simon's work reflects a key concern with the issue of inducing contributions from organizational members and …" by Paul R. Lawrence?
Paul R. Lawrence photo
Paul R. Lawrence17
American business theorist 1922–2011

Related quotes

“Organizational change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors.”

Jerry I. Porras (1938) American writer

Jerry I. Porras and Peter J. Robertson (1992). "Organisational development: Theory, practice and research", in: M. Dunnette, L. Hough (Eds), Consulting Psychologist Press, Palo Alto, p. 723

Paul DiMaggio photo

“The new institutionalism in organization theory and sociology comprises a rejection of rational-actor models, and interest in institutions as independent variables, a turn toward cognitive and cultural explanations, and an interest in properties of supra-individual units of analysis that cannot be reduced to aggregations or direct consequences of individual’s attributes or motives.”

Paul DiMaggio (1951) American sociologist

Source: Introduction to The New Institutionalism and Organizational Analysis, 1991, p. 8

“The act of segmenting the organization into departments would influence the behavior of organizational members in several ways. The members of each unit would become specialists in dealing with the particular tasks. Both because of their prior education and experience and because of the nature of their task, they would develop specialized working styles and mental processes.”

Paul R. Lawrence (1922–2011) American business theorist

Source: Organization and environment: Managing differentiation and integration, 1967, p. 9

Wanda Orlikowski photo

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.”

Wanda Orlikowski American computer scientist

Thomas Kochan, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's theory Y," in: Douglas McGregor (1960), The Human Side of Enterprise; Annotated Edition, 2006, p. 366

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.”

Douglas McGregor (1906–1964) American professor

(2006; 366) Section "Beyond McGregor's Theory Y," by Thomas A. Kochan. Prepared for the Sloan School 50th Anniversary Session on October 11 (2002).
The Human Side of Enterprise (1960)

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

John H. Freeman (1944–2008) (1944-2008) US-American sociologist and organizational theorist

Michael T. Hannan and John Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

Michael T. Hannan (1943) US-American sociologist of Stanford University

Michael T. Hannan and John H. Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

Vitruvius photo

“Order gives due measure to the members of a work considered separately, and symmetrical agreement to the proportions of the whole. It is an adjustment according to quantity. By this I mean the selection of modules from the members of the work itself and, starting from these individual parts of members, constructing the whole work to correspond.”

Vitruvius book De architectura

Source: De architectura (The Ten Books On Architecture) (~ 15BC), Book I, Chapter II, Sec. 2

Andrew Carnegie photo

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

Andrew Carnegie (1835–1919) American businessman and philanthropist

“Software engineering concerns methods and techniques to develop large software systems. The engineering metaphor is used to emphasize a systematic approach to develop systems that satisfy organizational requirements and constraints.”

Hans van Vliet (1949) Dutch computer scientist

Source: Software Engineering: Principles and Practice, 2007, p. 2

Related topics