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Paul R. Lawrence Zitate

Paul Roger Lawrence war ein US-amerikanischer Soziologe und zum Zeitpunkt seines Todes der emeritierte Wallace Brett Donham Professor of Organizational Behavior der Harvard Business School in Cambridge . Bekanntheit erlangte Lawrence durch seine gemeinsam mit Jay Lorsch verfasste Arbeit Organization and Environment . Das Buch gilt als Schlüsselwerk der Kontingenztheorie. Wikipedia  

✵ 26. April 1922 – 1. November 2011
Paul R. Lawrence: 17 Zitate0 Gefällt mir

Paul R. Lawrence: Zitate auf Englisch

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

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Paul R. Lawrence

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

“We humans are truly marvelous, adaptable creatures, products of an exciting and inspiring — even though often dangerous — evolutionary story, a story to be celebrated with conviction and enthusiasm even as we move on to new challenges.”

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Paul R. Lawrence

Paul R. Lawrence and Nitin Nohria, Driven: How Human Nature Shapes Our Choices, 2002

“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.”

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Paul R. Lawrence

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

“Humans will probably always need the help of especially gifted moral leaders in order to extend the bonds of caring and trust beyond the easy range of the family and the face-to-face community. Such bonds have become essential to the future of humanity.”

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Paul R. Lawrence

Quelle: Driven to Lead: Good, Bad, and Misguided Leadership, 2010, p. 119

“Humans have evolved a leadership brain. Good leaders are people with a conscience who respect and reward all the four drives of other stakeholders [the drive to acquire, to defend, to bond, and to comprehend], even as they respect and reward their own drives.”

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Paul R. Lawrence

Paul R. Lawrence, quoted in: " The Drive to Acquire’s Impact on Globalization http://hbswk.hbs.edu/item/the-drive-to-acquires-impact-on-globalization," at hbswk.hbs.edu, 23 august 2010.

“[Integration is defined as] the process of achieving unity of effort among the various subsystems in the accomplishment of the organization's task.”

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Paul R. Lawrence

Variante: [Integration is defined as] the process of achieving unity of effort among the various subsystems in the accomplishment of the organization's task.
Quelle: Organization and environment: Managing differentiation and integration, 1967, p. 4

“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.”

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Paul R. Lawrence

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

“Globalization need not work this way. Its benefits can be steered to all nations and to all levels in each nation in a more equitable manner. But a free-market, laissez-faire process will not do this automatically. It will require governmental regulatory action with guidelines and incentives that can best be established at the world level.”

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Paul R. Lawrence

Excerpt from: &quot; The Drive to Acquire’s Impact on Globalization http://hbswk.hbs.edu/item/the-drive-to-acquires-impact-on-globalization,&quot; at hbswk.hbs.edu, 23 august 2010. <br class="br">Driven to Lead: Good, Bad, and Misguided Leadership, 2010

“Sales personnel in all six organizations indicated a primary concern with customer problems, competitive activities, and other events in the marketplace. Manufacturing personnel were all primarily interested in problems of cost reduction, process efficiency, and similar matters.”

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Paul R. Lawrence

Quelle: Organization and environment: Managing differentiation and integration, 1967, p. 37

“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.”

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Paul R. Lawrence

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

“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.”

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Paul R. Lawrence

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

“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.”

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Paul R. Lawrence

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

“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.”

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Paul R. Lawrence

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

“The quality of the state of collaboration that exist among organizations that is required to achieve unity of effort by the demands of the environment.”

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Paul R. Lawrence

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

“Other things being equal, differentiation and integration are essentially antagonistic, and that one can be obtained only at the expense of the other.”

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Paul R. Lawrence

Quelle: Organization and environment: Managing differentiation and integration, 1967, p. 48

“The positive and negative consequences of the various kinds of globalization and of economic growth versus economic stagnation are consistent with the Renewed Darwinism Theory's proposition that one's sense of dA fulfillment is relative to that of other people to whom one compares oneself. The innate insatiable drive to acquire cannot be fulfilled, even by a steady increase in wealth, if one is steadily falling behind others. This may be illogical—a Porsche is a Porsche, no matter what's parked in the driveway next door—but it is the way our minds have evolved to work.”

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Paul R. Lawrence

Excerpt from: &quot; The Drive to Acquire’s Impact on Globalization http://hbswk.hbs.edu/item/the-drive-to-acquires-impact-on-globalization,&quot; at hbswk.hbs.edu, 23 august 2010. <br class="br">Driven to Lead: Good, Bad, and Misguided Leadership, 2010

“To deal with the much-discussed but still poorly understood complex of economic affairs known as globalization, we must examine its several forms from a Renewed Darwinian Theory point of view. Some can have positive effects for all parties while others inherently benefit the rich and strong at the expense of the poor and weak. Furthermore, some can be beneficial but also lend themselves to abuse, especially by people without a conscience, and therefore call for some kind of world-level impulse/check/balance control.”

Help us translate this quote

Paul R. Lawrence

Excerpt from: &quot; The Drive to Acquire’s Impact on Globalization http://hbswk.hbs.edu/item/the-drive-to-acquires-impact-on-globalization,&quot; at hbswk.hbs.edu, 23 august 2010. <br class="br">Driven to Lead: Good, Bad, and Misguided Leadership, 2010

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