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¶ … Growth
The four stages of organizational growth are new venture, expansion, professionalization and consolidation. Arguably, the most difficult of these is professionalization, because it represents such a dramatic change in the outlook and culture of the organization.
The first two stages, new venture and expansion, are both stage where the organization can be expected to operate with an entrepreneurial culture. While starting a new venture is never easy, this stage also sees the organization with few limits. The growth stage is also entrepreneurial in nature, with the business opening up new markets, and new products. Again, the organization is fluid at this point, can change itself, and has a low level of inertia. It also does not find itself in the position of having to replicate past actions, and in many instances a successful venture might have never seen a real challenge. These companies are often too small to catch the attention of their industry's most fierce...
The first is that at this point the organization needs to have a different outlook. Even companies that wish to maintain a high level of entrepreneurship and innovation are faced with the need to professionalize their business. The business can no longer be run by a single individual or a small team -- there are many managers and leaders. It is difficult if not impossible for one person to exercise control, which means that the organization needs to have professional systems and policies, in order to ensure that it continues to thrive during this stage. This also means that the organization will likely need a change in culture as well, to a more transactional culture -- there is going to be some significant resistance to change as the company goes through this process, up to and including clashes between the founders and the financial backers who have brought them to this point (Quinn &…
References
Eisenhart, K. & Schoonhoven, C. (1990). Organizational growth: Linking founding team strategy, environment and growth among U.S. semiconductor ventures. Administrative Science Quarterly. Vol. 35 (3) 504-529.
Quinn, R. & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science. Vol. 29 (1) 33-51.
Growth Opportunities Discuss the challenges of values-based business decision making ethics in the current marketplace. A values-based business decision is focusing on how ethical practices will influence the actions of the firm, their relationship with customers and its long-term impacts on the brand name. This can provide organizations with the tools they need to become more competitive and it enables clients to offer them with something more. In the future, this helps
More objectivity is however expected from scientists, but their opinions also vary. Specifically, the opinions of those who support growth hormones and those who reject them are all derived from scientific evidence. This in turn means that the results of scientific research could be manipulated and influenced so that the findings are indicative of the desires of those who initiated the study. In this particular sense, the most pertinent situation
Growth Sustainable Business Plan Organizational Overview Proposed New Business Intellectual property rights (IPR) Target Customers Market Segmentation Competitors Skills analysis Resources Required for the Plan Cash Flow Forecast Plan for obtaining resources Type of organization and the Management Information Systems Vision for the Business Idea Growth Sustainable Business Plan Organizational Overview Systemic Software Technology is an organization established in 1998 dedicated in designing, and marketing of software products. Since the formation of the company, the organization has enjoyed significant growth. With the rapid development of
For instance, classical mathematicians by definition rely on Plato's theory of forms as the underlying basis of their mathematical worldview. The Platonist assumes the existence of true, immutable, and universal forms and structures that the mathematician approaches through the language of numbers and equations. For instance, the classical mathematician holds to the Platonic belief in the expansion of pi; to approach the expansion of pi from any other perspective
But the chairman of a large midwestern bank put it best when he recently said, "You get big because you're better. You don't get better because you're big." In other words, growth is not enough, and expansion is not enough -- one must survey the offerings of the entity one is merging with, and determine if expansion will produce enough profits to cover the added costs of additional workers
Challenging Resistance to Change The consistently most challenging aspect of any new initiative in a company is managing change at the strategic, process and most important, people level. If there is only a single initiative a company can undertake in a year, the most important is galvanizing the role of employees to the vision, mission and objectives of the company they work for. The most effective change management processes are predicated