Organization and environment; managing differentiation and integration (Book, ) [flowkit-numecagroup.com]Anyone can learn for free on OpenLearn, but signing-up will give you access to your personal learning profile and record of achievements that you earn while you study. Anyone can learn for free on OpenLearn but creating an account lets you set up a personal learning profile which tracks your course progress and gives you access to Statements of Participation and digital badges you earn along the way. Sign-up now! This free course is available to start right now. Review the full course description and key learning outcomes and create an account and enrol if you want a free statement of participation. An organisation needs to find ways of dividing up the various tasks it must achieve in order to fulfil its main purposes without losing overall coordination and integration.
Differentiation versus Integration ll Design Challenges ll Organization Theory
16: Contingency Theory – Lawrence and Lorsch
Paul Lawrence and Jay Lorsch. The contingency school postulates that there is not one best way to structure work or an organization. An optimum course of action depends — is contingent — on the external and local conditions in which an organization is inserted. This represents an alternative to most assumptions from scientific management and shifts attention of organization scholars beyond internal dynamics to the external environment of an organization. The paper is based on a comparative study of six industrial organizations and data was obtained via questionnaires and interviews with senior executives.
Lawrence, P. In this paper Lawrence and Lorsch develop an open systems theory of how organizations and organizational sub-units adapt to best meet the demands of their immediate environment. They used interview data from executives in six chemical processing companies to support the following propositions:. Organizations must balance differentiation and integration to be successful. Those companies who manage to achieve high sub-unit differentiation and yet still maintain high integration between sub-units seem to be best equipped to adapt to environmental changes.
The contributions of Jay W. Lorsch, the Louis Kirstein Professor of Human Relations at the Harvard Business School to the fields of organizational change and organizational behavior, are far reaching and fundamental. The book is listed at number 6 among the 25 most influential books on management of the twentieth century, which include the works of giants like Frederick Taylor, Max Weber, Abraham Maslow, Douglas McGregor, and Peter Drucker. In addition, he has published dozens of articles and contributed scores of case studies to academia. He has also acted as a consultant to Citicorp, Deloitte Touche, Goldman Sachs, and many others, and his research on and work with corporate boardrooms has changed the very nature in which they construct, function, and assess themselves. Lorsch was elected to the Corporate Governance Hall of Fame of the highly respected industry magazine Directorship in