Organizational Life Cycle

Each organisation begins out of innovation, someone has an idea and that idea becomes the organisation. This is the Entrepreneurial System, and is responsible for innovation and creativity (Goldstein, et al., 2009). Once the organisation is functioning, the Administrative System begins to take over, accounting for improvements in bureaucracy, efficiency and order. The trade off for efficiency and order is to stifle the creative and innovative change that can lead to chaos (Hazy, 2006).

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.

However, they tend to have a focus on certain organizational aspects making the modern organization system be a blend of the three major perspectives. Based on organizational science that was formulated in the early 20th century there has been an emergence of rational, open and natural system theorists that explain the functioning of the organizations.

Organizational structure and organizational life cycle are interlinked with each because it both deals with the organization’s structure of

Change and evolution are key elements for proper development. Our society wouldn’t be the same today if it didn’t change in different phases of time. As humans, we have an ever-changing perspective and for generations, we have been changing our views and perspectives. Organizations are no different. They also had to go through different sets of changes in order to evolve into what we see them as now. Organizations are a class of socially assembled innovations, and it’s constructed deliberately to act as solutions to specific social or financial problems. There are different forms of organizations. Some forms have been around for centuries, such as the army, Churches or solitary camps (Child, 2012). But the term ‘complex organization’ had only come to light after the Industrial Revolution. That was the time when people started taking complexity theories for granted. These organizations are molded by the environments or perspectives in which they are established. Modern organizations that we see today are reflections of their historical origins, and they are enjoying more and more influences over the society these days. Organizations come in a wide and puzzling variety of forms, as they have been specifically designed to deal with a vast range of problems and also because they have emerged from a diverted range of environmental conditions (Child, 2012). So this essay will talk about the evolution of complex organizations over the years,

One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.

Finally, one organisational response to change is that organisational forms are themselves evolving. Therefore, the change management response will

* Flux and Transformation; Organizations as expressions of deeper processes of transformation and change. Keywords are: constant change, dynamic equilibrium, flow, self-organization, systemic wisdom, attractors, chaos, complexity, butterfly effect, emergent

After reading the case of the “Paradoxical Twins Acme and Omega Electronics”, I found Both Acme and Omega produce similar products and offer similar services. Acme president John Tyler is a very tough going individual and he is portrayed to be an autocratic individual because there is one way communication in Acme. The case provides an opportunity to evaluate both Acme and Omega’s organization structure of a business. Both companies used to have the same organizational structure but after they were sold to different investors, as a consequence of this, each company has its own procedures and company

* Link the key ideas of the Systems Rationalism Era back to influences from earlier strands of management thought such as the Scientific Era and the Human Relations.

Scott 's Perspective of Organization 's as Rational Systems in the perspective of Weber, Simon and Taylor.

The Company Life-Cycle of presented by Yunus Acar & Jonas Gebremariam Company Overview Organizational Life-Cycle AGENDA Case Study – Apple Inc. Apple Today Conclusion 7/4/15 Int. Law, Yunus Acar, Jonas Gebremariam, SS 2015 2 COMPANY OVERVIEW Apple Inc. COMPANY 7/4/15 LIFE-CYCLE CASE STUDY

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.

Globalization results in rapid and constant business environmental changes. As a result, most organizations tend to be more transformational organization so as to be flexible to respond promptly to those changes. Strategic change is one of the effective solutions to this situation. This paper will discuss the nature of strategic change in the first part. The next section is an analysis of Daimler Chrysler case study; whether the strategic change by merger bring them sustainable competitive advantage.

The metaphor of an organism is seeking to portray the system where organizations adapt and survive in a changing environment. Morgan shows an important perspective on organizations that flow with change. Making the resemblance to an organic body, where systems are clusters of interconnected cells, in business, those cells are people connected to deliver on overall needs. With essentially four types or “species” in the organic