Organizational Life Cycle

2070 Words Jan 4th, 2012 9 Pages
Organizational life cycle

Prof.univ.dr. Ion Gh. ROŞCA
Prof.univ.dr. George MOLDOVEANU
Academ de Studii Economice din Bucureşti

Abstract

This paper proposes an analogy between rational biological model and the organizations’ development during their existence. So, organizations’ "born" or creation are considered the result of genetic algorithms, transformations are identified with changes that aim the adapting to the environment, and finally the ”death” treats the state of crisis and bankruptcy. In every stage of life there are proposals to increase it, by extension of states identified in the human area and not taken into account in the artificial one, which must learn from the first system, which we
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2. Transformations / organizational changes

2.1. Imperative

Transformations / changes define the longest organizational life period and are required to adapt to continuous environmental change. This process is triggered immediately after the occurrence and action of "natural selection" open or block the organization 's evolutionary path.

2.2. Typology

Having organizational artificial creation, in our concept as a "rational-biologic" model, provides step by step changes, linear and un-exponential. Investigations of the specific literature have identified three types of transformations, namely: i) the radical, step by step change; ii) exponential, step by step change; iii) evolutionary, step by step change (increasing) ; The first category includes the school created by Hammer and Champy, with extensions in the second group, outlined by the "six sigma" method. The third group "triggered" by K. Lewin, we support and serve as a model, especially for organizations without "excellence", as most of those in the Romanian economy. Evolution, without being Darwin 's theory’ followers and not opposing creationism, is, in our opinion, in line with a "α" coefficient more or less, in relation to environmental conditions. For organizations characterized by excellence, we accept locally reengineering, but as an exception.

Figure 2. Organizational

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