“This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, research, and production) in each organization were differentiated from each other in terms of subsystem formal structures, the member's goal orientation, member's time orientations and member's interpersonal orientations. This differentiation was related to the requirements of the particular subenvironment with which each subsystem dealt. A relationship was found between the extent to which the states of differentiation and integration in each organization met the requirements of the environment and the relative economic performance of the organizations.”

—  Paul R. Lawrence

Source: "Differentiation and integration in complex organizations," 1967, p. 1

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 "This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, r…" by Paul R. Lawrence?
Paul R. Lawrence photo
Paul R. Lawrence 17
American business theorist 1922–2011

Related quotes

“The state of segmentation of the organizational system into subsystems, each of which tends to develop particular attributes in relation to the requirements posed by its relevant external environment. Differentiation, as used here, includes the behavioral attributes of members of organizational subsystems.”

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

Source: Organization and environment: Managing differentiation and integration, 1967, p. 4

“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

“Orientation of members toward others [is] a cognitive and affective orientation toward the objects of work, which is manifested in a person's interpersonal style.”

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

Source: Organization and environment: Managing differentiation and integration, 1967, p. 7

Grady Booch photo

“Object-oriented programming is a method of implementation in which programs are organized as cooperative collections of objects, each of which represents an instance of some class, and whose classes are all members of a hierarchy of classes united via inheritance relationships.”

Grady Booch (1955) American software engineer

Source: Object-oriented design: With Applications, (1991), p. 35

“The employee-oriented supervisor, in contrast to the production-oriented, or institution-oriented supervisor gives major attention to creating employee motivation. The specific ways in which he does this may vary from situation to situation, but they contribute to a supportive personal relationship between himself and his work group members”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 562

“By differentiation we mean the differences in cognitive and emotional orientation among managers in different units and the differences in formal structure among units.”

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

Source: Organization and environment: Managing differentiation and integration, 1967, p. 11

W. Richard Scott photo

“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)

“Occupational roles express the relationship between a production process and the social organization of the group. In one direction, they are related to tasks, which are related to each other; in the other, to people, who are also related to each other.”

Eric Trist (1909–1993) British scientist

Source: "Some Social and Psychological Consequences of the Long Wall Method of Coal-Getting", 1951, p. 14

Talcott Parsons photo

“As a formal analytical point of reference, primacy of orientation to the attainment of a specific goal is used as the defining characteristic of an organization which distinguishes it from other types of social systems.”

Talcott Parsons (1902–1979) American sociologist

Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17

Herbert A. Simon photo

“Organizations and institutions permit stable expectations to be formed by each member of the group as to the behavior of the other members under specified conditions.”

Herbert A. Simon book Administrative Behavior

Source: 1940s-1950s, Administrative Behavior, 1947, p. 100.

Related topics