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1922–2011 United States
Paul R. Lawrence (April 26, 1922 – November 1, 2011) was an American sociologist, Professor of Organizational Behavior at the Harvard Business School, and consultant.
United States Business theorists Sociologists Also known as: Paul Lawrence
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By integration we mean the process of achieving unity of effort among the various subsystems in the accomplishment of the organization's tasks.
Other things being equal, differentiation and integration are essentially antagonistic, and that one can be obtained only at the expense of the other.
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.
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.
By differentiation we mean the differences in cognitive and emotional orientation among managers in different units and the differences in formal structure among units.
[Integration is defined as] the process of achieving unity of effort among the various subsystems in the accomplishment of the organization's task.
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.
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.
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.
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.
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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