Life Cycle of Organizations Anthony Downs on the life cycle of bureaus: comparison of old and new organizations and state of organizations at present

In the book, "Inside Bureaucracy," author and political theorist Anthony Downs introduced, analyzed, and discussed the concept known as the "life cycle of bureaus." This concept was conceptualized to illustrate the nature and dynamics of government agencies and institutions, which displayed an altogether different culture compared to private or non-government organizations. From his study of government bureaus, Down presented the argument that,

As a bureau grows older, the number and proportion of administrative officials therein tends to rise. If a bureau experiences a period of relative stability in total size following a period of rapid growth, the average age of its members tends to rise as the bureau grows older. This tends to increase the influence of conservers in the bureau, for many officials of other types are likely to become conservers as they grow older.

This assertion from the author demonstrated the nature of bureaus, which tend to be initially developmental and over time, conservative. Its later development into being a conservative organization is dependent on the people within these bureaus, people who have grown with the bureau. In fact, it can be construed that Downs wanted to illustrate government bureaus as organizations wholly dependent not on its regulations and structure, but the people who are within these structures. The culture, processes, and even the structures within bureaus are dependent on the people who make them up (bureaus).

What made Downs' analysis significant and interesting is that he did not only attempt to illustrate and analyze the life cycle of bureaus, but he also tried to determine the "character" or nature of the people who comprise these bureaus. Downs believed that because it is the people who make up the culture, processes, and structures of bureaus and that bureaus have a distinct nature from other organization, then the people composing them also have a distinct nature. In the same way that he categorized...

After aging, there is also another stage, which is the "death" of the bureau. However, this last stage was not included as part of the bureau's life cycle, because, as Downs contended, a bureau 'does not voluntarily' dissolve itself. This is but logical, for the people who make up the bureau would not want to be dissolved as an organization. In order for the people to survive, the bureau must also survive, and vice versa.
In the first stage of the life cycle, the bureau and its people are moving towards development, which eventually leads to identity-seeking behavior, as the people try to create a distinction that will differentiate them from other organizations and bureaus. Once the members learn to create the identity of their bureau, they will then proceed towards growth. Growth involves the creation of processes and structures that will also be distinct and unique to the bureau. Growth is the most crucial stage, for it ultimately determines the bureau for what it is and what it will be in the future. Moreover, growth is crucial stage in that it is the point wherein the members' character and nature are reinforced. Unfortunately, what follows growth is a period of stagnation, immediately followed by deceleration. As the bureau reaches the "aging" stage, it stops developing and retains the characteristic it was identified with during the growth stage.

From Downs' analysis and discussion of the life cycle of bureaus, it is apparent that bureaus tend to be viewed as "old" organizations, in the sense that they cease to develop further once they reach the aging stage. Bureaus remain old because they do not dissolve or 'die'; thus, they survive, yet do not grow with time anymore.

When compared to new organizations,…