Inside an Organizational Life Cycle

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

A company that grows too fast may exceed the maximum effectiveness and managing capacity. The rapid growth is beyond its sustainable level as a result of having the risk of decline. Most companies may wish to find certain stability in their growth processes and certain level of consistency. When a company has matured and saturated to a level so that all its processes, procedures and even the culture have been frozen, the managers feel there is nothing to achieve further. If stability and consistency are achieved, the managers become risk averse and inertia sets in.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

Stages of business growth theories see the development of an organization as a process with several stages and try to understand the features of different stages and the accompanying problems. All the models try to solve the following three big questions: How to mark the stages of business growth? How many stages the business experiences in its development? What are

The seven organizational approaches to studying the human body include: body plans and directions, body cavities, quadrants and regions, anatomy and physiology, microscopic-to-macroscopic, body systems, and medical specialty. The body planes and directions approach is the division of the body into sections from front to back, right and left, top and bottom, along with the movement toward or away from the body planes. The Coronal Plane or frontal plane is a vertical plane that divides the body into front and back sections. The front of the body is known as the anterior or ventral section and the back of the body is

There is a strong relationship between structure types of an organization and its organizational life cycle. According to Friend (2016) Organizational structure is a system used to define a hierarchy within an organization; It identifies each job, its function and where it reports to within the organization and this structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth. In relations to organizational structure, we have to talk about the organizational life cycle. As Maurer (2016) states organizational life cycle (OLC) is a model that proposes that businesses, over time, progress through a fairly predictable sequence of developmental stages; this model is linked to the study of organizational growth and development and It is based on biological metaphor of living organisms,

As the rapid development of modern economy and the increasingly fierce market competition, the demand of how to manage organization change is increasing. Especially for leaders in both large and small companies, the ability of dealing with change is so significant. In many case, the main reason for company bankruptcy is that leaders fail to cope with organization environment change properly. The demise of many fortune 500 companies in the 1980s and

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

We have now entered the Information Age.(6) The dominant technology of this age is the computer. This technology has also produced specializations. There are those who design and build them, those who program them and those whose function is to use

While the organizational growth is the result of the orderly and effective management of the organization’s resources, it also creates a certain degree of uncertainty within the organization. Also, it may reflect a certain degree of self-righteousness and unfortunate display of power and authority.

organizational change. However, over the last 20 years, where the focus has been on rapid,

In the reading “Re-energizing the Mature Organization”, the authors provide several stages that organizations can approach in order to achieved success in organizational change. The case of British Airways, can be related to this article because the company went through the changing challenges that allowed the organization to overcome the idea of failure. BA understood that in order to increase sales and remain competitive, they had to develop new strategies and concepts that would re-energize the company. Mr. Colin Marshall, Chief Executive of British Airways, took the responsibility to grow and re-stablish the costumer services department. As a leader, he provided tools that allowed employees to connect with

According to Daly et al, (2009a) ‘ Managers must be able to cope with the concept of continual growth and change. This may generate excitement, but can also bring added pressure for managers as

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.

There is a synergy between the divisions where the combined result is better than the