organizational lifestyle cycle study paper

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Life Circuit

Kodak, Organizational Development, Bureaucratic Challenges, World Trade Corporation

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Company Transformation

Organizations are seen because having several different periods in their life routine, with specific implications pertaining to management at each stage. The stages are, roughly, labor and birth, growth, decrease and loss of life, depending on which will model of the organizational life cycle can be used. While the details on the life stages of an firm differ, the strategies vary for each, and management has to be able to identify each level, and associated with right techniques accordingly. It might also moderately be argued that the levels are energetic, rather than unique, and that the passage from one level to the next may take place steadily, incrementally, which management can in fact affect this technique (Hanks, 2015).


Your initial stage of organizational advancement is the birth stage. At this point, the organization is founded, their purpose identified, and it is presented the resources had to survive. Living cycle metaphor is likely at this stage, mainly because as with living beings, the ability of the organization to survive and thrive is typically determined early in its existence. An organization while using necessary methods to survive (capital, talent) will tend to accomplish that, while businesses that suit a specific niche within their ecology will also be more likely to survive. Companies that serve no particular purpose, that compete against more established businesses for resources directly, or that simply do not have the means by which they can guarantee their success, will all be challenged.

The business has to have a plan to ensure its survival, along with all those very early stages of development. This can be difficult, because endurance often means finding trade-offs between scarce assets. The perimeter for mistake, as with young lifeforms, is definitely smaller younger the organization can be. There are just more dangers, and better vulnerabilities that needs to be overcome. Thus, at the delivery stage, success is the most critical objective, and could take up a fair quantity of managerial energy.


The growth levels receive a substantial amount of attention in the organizational your life cycle. 1st, this is the stage where the company ultimate size and range is usually defined. Second, development is some thing most managers, and shareholders, seek out, thus understanding the antecedents of growth is important for people in business, and studying business. Greiner’s justification of how businesses grow illustrates a couple of tips. One, the rate at which an organization can expand depends on the size and expansion rate from the industry. In the event no guy is a great island, in that case no business is, either, and the external environment dictates a lot of what an organization is capable of, especially in the early years when it offers less capacity to influence it is industry (Greiner, 1998).

One other facet of the Greiner style is that there are numerous of crises that typically occur on the way. Growth is usually not believed to come in a smooth, upward-trending line. Instead, each organization in the course of the growth will face a number of tests, in addition to the course of these tests it will discover solutions, and these solutions will assist in the even more growth of the corporation. Thus, the Greiner contour emphasizes not simply the fact that crises can be found in developing organizations, yet that they are a typical and indeed essential part of these kinds of growth (Manktelow, 2015). For the supervisor working in a growing organization, this is certainly critical know-how, because the administrator not only has to expect these kinds of challenges, yet ideally to build the company around the idea that such challenges can exist, and this overcoming these challenges is part of the progress pathway that may lead to greater things.

Greiner noted that you have several different types of crises – autonomy, control, bureaucracy and inside growth. These kinds of crises typically reflect changes in the way that the organization is usually managed. In the birth stage, there is tiny structure, plus the point is just to find ways to outlive and to continue growing. Throughout the growth level, the metaphor is going through child years into teenage years. There is significant organizational learning during this phase, and the organization must as time passes come to adopt more structure in order to execute at a higher level as a greater organization. Managers must take care of the crises through learning to delegate and create new positions, through finding ways to formalize processes and procedures that were once informal, and through instilling formal company structures about organizations that were once most likely small , simple, and random in their mother nature.

The growth process in the Greiner model is normally seen as a extended, evolutionary period of time, particularly when the business grows to become very large. A number of the largest businesses in the world will be continuing to get larger even now. Where the downturn are solved by means of changing how the business is maintained, Greiner (1998) calls these kinds of periods of revolution. Around, the growth and crises durations run via creativity within a near-birth progress organization through direction, delegation and in to coordination and collaboration since the organization reaches maturity.

Drop and Death

There are two other phases of the organizational life routine, decline and death. For a few, these ideas are not as interesting as growth, because managers do not usually embrace these types of stages, but just the same they are natural stages for the majority of organizations. Practically nothing in this world is definitely permanent, as well as the strongest, oldest corporations will fall season at some point. The Greiner model does not treat these stages, for example. While the organization moves into fall, the initial response of all managers will be to address the decline, and seek to reverse it. Obtaining ways to renew the organization’s growth flight becomes the first managerial priority.

Ought to this always be impossible – a company just like Eastman Kodak seems to be a good example of a company absolutely unable to steer clear of decline – management must start re-envisioning the business. Therefore thinking about disregarding it up, centering on the businesses in the organization that do have some growth potential, and funnelling assets into that form of organizational restructuring (Smith, Mitchell Summertime, 1985). Major is not really on the decline, but in finding techniques for finding at least some parts of the organization back in growth. A primary reason for this is the fact investors need managers to focus on growth, although another reason is that many suffering businesses are continue to highly successful. A good example of this may be Coca-Cola, which found revenue and net income optimum in 2012. The business still constitutes a lot of money and still has #1 market share, however the business is definitely entering into decrease. Managers for Coca-Cola will be putting a large amount of effort in to either offering in fresh countries, or perhaps developing new products, as a means of shifting organizational focus back to where the progress is. This may mean a renewed affinity for creativity, development, and other hallmarks of developing organizations. Organizational structures will be loosened in order to encourage even more innovation, trimming the constraints that were implement in the second option stages of growth.

Yet where the end of the business is unavoidable, it will frequently come quickly. The loss of life stage in the organizational existence cycle is known as a matter of divesting assets and unwinding constructions. This is an exceptional management concern, because the administrator is still aimed at extracting the biggest value for the shareholders. But in some cases, the end comes with bankruptcy, which usually is awful to get shareholders. The managerial approaches for ending the corporation can also suggest finding a client, so there may be still opportunity for management to extract worth, but the end of the organization is much much less about organizational structure and managerial responsibilities as it is to find the best way to recoup some value intended for shareholders, and keep operating quality in the face of problem.


The several stages of your organization’s living come with diverse managerial issues. Managers must be aware of the company life cycle, and prepare their activities accordingly. The management style will likely ought to change at several points during this procedure. The birth process is generally characterized by tempor?r management, in which survival is constantly at risk, and the midst of different entrée the organization is usually founded and begins to seek out its pathway to accomplishment.

The growth stage is arguably the most crucial. Greiner paperwork that how fast an organization grows is dependent in part for the pace of growth in the industry. Furthermore, growth includes a number of different phases. Greiner pinpoints these since management periods, where a various different entrée occur, and management must respond to each. The response will often suggest a change a manager style, something which is component to organizational learning, and helps the business to understand growth becoming a successful, mature entity. The expansion stage can last for a long time, in some organizations, partly since managers typically seek to extend the growth period of the firm for as long as possible.

The decline and fatality stages are much less popular to talk about, but they do occur, and these levels the emphasis

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