[Your full name] January 25, 2010 According to Jones, the organization’s life cycle involves a sequence of stages that are apt to constant change. These stages include birth, growth, decline, and death. Organizations grow because they have to develop value-creation skills and competencies with the help of which additional resources can be acquired to foster growth…
Each stage has its own crisis that must be resolved to move on to the next stage. Growth through creativity may result in crisis of leadership because of lack of skills in the entrepreneurs. This crisis results in difficult recruiting of top-level managers and strategy makers. Growth through direction face crisis of autonomy in which the creative employees lose control over the development of new product and professional managers take the control and the decision making is centralized. Growth through delegation faces crisis of control occurring due to power struggles between top-level and lower-level managers. Growth through coordination faces crisis of red tape during which organizations become extremely bureaucratic. Growth through collaboration may result in the organization becoming organic which can be difficult for the managers. Works Cited Jones, G. Organizational Theory Design and Change. NJ: Prentice Hall, 2009. ...
Cite this document
(“Organizational Theory Design and Change Essay Example | Topics and Well Written Essays - 250 words - 3”, n.d.)
Retrieved from https://studentshare.net/other/16401-organizational-theory-design-and-change
(Organizational Theory Design and Change Essay Example | Topics and Well Written Essays - 250 Words - 3)
“Organizational Theory Design and Change Essay Example | Topics and Well Written Essays - 250 Words - 3”, n.d. https://studentshare.net/other/16401-organizational-theory-design-and-change.
These include most importantly the employees and the customers. Companies and various organizations are therefore forced to embark on strategies which will ensure the ultimate satisfaction of these classes of people. The methods used by the companies are either of immediate economic significance or social significance regardless of whether the organization is non-profit making or for profit.
My workplace gives great importance to collaborative team work in which people communicate with each other without hesitation. Supervisors care for their sub-ordinates and there is a proper reward and bonus system for employees who work hard in achieving the organizational goals.
A functional structure is very simple and is commonly employed in businesses. Functional structure has significantly developed functional departments having specific functions and well defined role in the overall work. Departments in a functional structure include but are not limited to accounting, administration, operations, HR, marketing, design and engineering (Jones).
Abilities shown in such activities make the system more efficient, innovative, creative and conducive for a higher quality, and hence, the satisfaction of the customer (Jones). In order for an organization to gain competitive advantage, its strategies should be consistent with the macro and micro environment and also, make part of the organization’s value creation process.
Innovation within an organization sees quantum technological change and incremental technological change. Since innovation is expensive, it needs to be protected through copyrights, patents and trademarks. Intrapreneurship is the innovation and new product development by entrepreneurs within established organizations.
The organization’s structure decides role of subunits as per the requirements of its strategic goals that it maintains in order to get competitive advantaged. The level of interdependence of subunits varies from one organization’s structure to another.
The main reason for maintaining the balance of power is that it improves the quality of decision making. That is, when there is equal distribution or balance of power among the stakeholders there is bargaining from all stakeholders before agreeing on a decision.
Some of the factors leading to organizational decline are:
Too much bureaucracy in the culture of an organization may easily lead it to decline. In many big organizations, rights of property become very well-built and strong. Their strength often causes