“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

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

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W. Richard Scott 7

American sociologist 1932

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 615

“The effects of subunit power on organizational decision making and the bases of subunit power are examined in a large midwestern state university. It is hypothesized that subunits acquire power to the extent that they provide resources critical to the organization and that power affects resource allocations within organizations in so far as the resource is critical to the subunits and scarce within the organization. Departmental power is found to be most highly correlated with the department's ability to obtain outside grants and contracts, with national prestige and the relative size of the graduate program following closely in importance. Power is used most in the allocation of graduate university fellowships, the most critical and scarce resource, and is unrelated to the allocation of summer faculty fellowships, the least critical and scarce resource.”

Gerald R. Salancik (1943–1996) American organizational theorist

Gerald R. Salancik, and Jeffrey Pfeffer. "The bases and use of power in organizational decision making: The case of a university." Administrative Science Quarterly (1974): 453-473; p. 454; Abstract.

“The social system is, thus, a very complex entity. As an organization of human interests, activities and commitments, it must be viewed as a system and in functional perspective. This is the key to its lines of organization, its modes of differentiation, and its integration. Such a system may be considered as both structure and process, in different aspects and for different scientific purposes. Structurally, we have suggested that there is a double basis for systematizing differentiation and variation : that internal to the primary social system itself and that involved in its relations to its primary environments, as analyzed with reference to the general system of action. Processually, the categories of analysis must follow from and integrate with those of structure. I suggest that, given the central position language as definitive of human society, the more differentiated and specialized symbolic media of interchange constitute the master scheme for the systematic analysis of social system processes.”

Talcott Parsons (1902–1979) American sociologist

Talcott Parsons (1968) "Systems Analysis: Social Systems" in: David L. Sills ed. International Encyclopedia of the Social Sciences. p. 472

“If the neck of the giraffe elongates an inch at a time, then the full panoply of supporting structures need not arise at every step. The coordinated adaptation can be built piecemeal. Some animals may slightly elongate the neck, others the legs; still others may develop stronger neck muscles. By sexual reproduction, the favorable features of different organisms may be combined in offspring.”

Stephen Jay Gould book Leonardo's Mountain of Clams and the Diet of Worms

"The Tallest Tale", p. 310
Leonardo's Mountain of Clams and the Diet of Worms (1998)

“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 (1922–2011) American business theorist

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

“You would think that if you bring oxygen to the organism, the organism lives. But there may be other organisms in there that thrive in darkness and in a more anaerobic environment. Watching those creatures writhe will always be interesting.”

Jon Stewart (1962) American political satirist, writer, television host, actor, media critic and stand-up comedian

On whether satire would be difficult under an Obama administration
Hartford Advocate Interview (2008)
Context: If someone was to introduce hope and idealism into our political system, I think the tension that would create in other areas would certainly be ripe. You would think that if you bring oxygen to the organism, the organism lives. But there may be other organisms in there that thrive in darkness and in a more anaerobic environment. Watching those creatures writhe will always be interesting.

“The metaphor suggests that different environments favor different species of organizations based on different methods of organizing and that congruence with the environment is the key to success.”

Gareth Morgan book Images of Organization

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

“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.

“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

“CONSIDERABLE attention has recently been devoted to understanding behavior in large organizational systems. Although some of this work has been based on research, it has more typically been general theorizing with little support from research data. Our interest in examining complex organizations is to study more systematically and empirically their internal functioning in relation to the demands of the external environment on the organization and the ability of the organization to cope effectively with these demands, contributing to a theory of the functioning of large organizations based on empirical research.”

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

Source: "Differentiation and integration in complex organizations," 1967, p. 2

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