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Flashcards in greiner and growth Deck (13)
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1
Q

Greiner major claims

A

organizations go through series of evolution and revolution phases that are a function of age and size of organization

management practices that work well in one phase become the problem of the next

2
Q

how do the companies grow

A

companies in low forth industry will go through five phases slower

companies in medium “”” will get through five phases a bit faster

in high growing industry, event faster

3
Q

what are the five phases of growth

A

creativity. ——-> crisis of leadership

direction ——–>. crisis of autonomy

delegation. ———> crisis of control

coordination ——-> red tape crisis

collaboration ——-> ???

4
Q

Phase 1: creativity

A

beginning involves creating product and designating market

new entrepreneurs disdaining management activities since priority is all on new product

communication frequent and informal

long hours of work rewarded by modest salaries and potential ownership

management act as customers react (customer feedback crucial af)

5
Q

crisis of leadership (1)

A

increased number of employees can’t be managed with informal communication

new employees not as motivated as first ones

conflict among leaders grows intense

strong managers is needed

founders often times have to let someone else manage the whole thang

6
Q

Phase 2: direction

A

able directive leadership

gyu organization structure separating factoring from marketing

job positions become increasingly specialized

accounting systems for purchasing snd inventory introduced

communications grows more formal as personal and positions of hierarchy grow

incentives, budgets and work standards implemented

new manager and supervisors responsible for direction

lower managers are functional specialists instead autonomous decision makers

7
Q

crisis of autonomy (2)

A

direction becomes inappropriate for more divers and complex organization

lower level employees feel restricted by centralized hierarchy

these wanna take initiatives of their own cause they feel they have more knowledge than those at the top

have to move to delegation

8
Q

Phase 3: delegation

A

decentralized organizational structure

bigger responsibilities for lower level managers = heightened motivation

bonuses used to motivate employees

top executives at HQ limit themselves to managing (except when periodic reports from field)

management wonders if acquiring outside enterprises can link up with other decentralized units

communication from the top is infrequent (calls, correspondence or field visits)

9
Q

crisis of control (3)

A

top levels executives feel they lost control over highly diversified field operation

managers with more autonomy want do their thang without necessarily coordinating plans and resources with rest of organization

top managers seek to regain control with coordination (going back to centralization fails)

10
Q

Phase 4: coordination

A

use of formal systems to achieve greater coordination

top executives take responsibility of these new systems

decentralized units merged into product groups

new formal planning procedures (intensely reviewed)

numerous staff members hired and located at headquarters

New company wide control programs and manager line reviews

stock options and company wide profit sharing used to motivate employees

more efficient allocation of company’s resources

11
Q

red tape crisis (5)

A

lack of confidence starts to build up between line and staff as well as headquarters and field

programs and systems introduced start to exceed their usefulness

both groups criticize new bureaucratic system

company too big to be managed by new systems and programs

12
Q

collaboration

A

teams and skillful confrontation

social control and self discipline replace formal control

more flexible and behavioral approach to management

solve problems quickly through team action

economic rewards to team performances instead individual

13
Q

greener’s secondary claims

A

organizations should not try to skip phases

top managers whose style is no longer appropriate should remove themselves

growth is not inevitable

managers trained in behavioral skills

conferences of key managers held frequently

experimenting with new shit is promoted