ch11 - organisation theory design and change gareth jones
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11-Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1
Organizational Theory, Design, and Change
Sixth EditionGareth R. Jones
Chapter 11
Organizational Transformations:
Birth, Growth, Decline,
and Death
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Learning Objectives
1. Appreciate the problems involved in surviving the perils of organizational birth and what founders can do to help their new organizations to survive
2. Describe the typical problems that arise as an organization grows and matures, and how an organization must change if it is to survive and prosper
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Learning Objectives (cont.)
3. Discuss why organizational decline occurs, identify the stages of decline, and how managers can change their organizations to prevent failure and eventual death or dissolution
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The Organizational Life Cycle
Organizational life cycle: a predictable sequence of stages of growth and change
The four principal stages of the organizational life cycle:
Birth Growth Decline Death
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Figure 11.1: A Model of the Organizational Life Cycle
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Organizational Birth Organizational birth: the
founding of an organization Occurs when entrepreneurs take
advantage of opportunities to use their skills and competences to create value
A dangerous life cycle stage associated with the greatest chance of failure
Liability of newness: the dangers associated with being the first in a new environment
A new organization is fragile because it lacks a formal structure
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Organizational Birth (cont.)
Developing a plan for a new business
Begins when an entrepreneur notices an opportunity to develop a new or improved product or service
Tests the feasibility of the new product idea
SWOT analysis Examine the strengths and weaknesses
of the idea Decide whether the new product idea is
feasible
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Organizational Birth (cont.) Developing a plan for a new
business (cont.) Plan should include:
Statement of the organization’s mission, goals, and financial objectives
Statement of the organization’s strategic objectives
List of all the functional and organizational resources required to implement the idea
Timeline that contains specific milestones used to measure the progress of the venture
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Table 11.1: Developing a Business Plan
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A Population Ecology Model of Organizational Birth
Population ecology theory: a theory that seeks to explain the factors that affect the rate at which new organizations are born (and die) in a population of existing organizations
Population of organizations: the organizations that are competing for the same set of resources in the environment
Environmental niches: particular sets of resources or skills
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Population Ecology Model (cont.)
Number of births determined by the availability of resources
Population density: the number of organizations that can compete for the same resources in a particular environment
Factors that produce a rapid birthrate Availability of knowledge and skills to
generate similar new organizations New organizations that survive provide
role models and confer legitimacy
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Population Ecology Model (cont.)
As the environment is populated with a number of successful organizations, birthrate tapers off because:
Fewer resources are available for newcomers
First-mover advantages: benefits derived from being an early entrant into a new environment
Difficulty of competing with existing companies
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Figure 11.2: Organizational Birthrates Over Time
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Population Ecology Model (cont.)
Survival strategies Strategies that organizations can
use to gain access to resources and enhance their chances of survival in the environment
r-strategy versus K-strategy r-strategy: a strategy of entering a
new environment early K-strategy: a strategy of entering an
environment late, after other organizations have tested the environment
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Population Ecology Model (cont.)
Survival strategies (cont.) Specialists: organizations that
concentrate their skills to pursue a narrow range of resources in a single niche
Generalists: organizations that spread their skills thin to compete for a broad range of resources in many niches
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Population Ecology Model (cont.)Process of natural selection
Two sets of strategies result in: r-Specialist, r-Generalist, K-Specialist, K-Generalist
Early in an environment, new organizations are likely to become r-Specialists
Move quickly to focus on serving the needs of a particular group
As r-Specialists grow, they often become generalists and compete in new niches
K-Generalists often move into the market and threaten the weaker r-Specialists
Eventually, the market is dominated by the strongest r-Specialists, r-Generalists, and K-Generalists
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Figure 11.3: Strategies for Competing in the Resource Environment
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Population Ecology Model (cont.) Natural selection: the process
that ensures the survival of organizations that have the skills and abilities that best fit with the environment
Over time, weaker organizations die because they cannot adapt their procedures to fit changes in the environment
Natural selection is a competitive process
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The Institutional Theory of Organizational Growth
Organizational growth: the life-cycle stage in which organizations develop value-creation skills and competences that allow them to acquire additional resources
Organizations can develop competitive advantages by increasing division of labor
Creates surplus resources that foster greater growth
Growth should not be an end-in-itself
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The Institutional Theory of Organizational Growth (cont.) Institutional theory: a theory that
studies how organizations can increase their ability to grow and survive in a competitive environment by becoming legitimate in the eyes of their stakeholders
Institutional environment: values and norms in an environment that govern the behavior of a population of organizations
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The Institutional Theory of Organizational Growth (cont.) Organizational isomorphism:
the similarity among organizations in a population
Three processes that explain why organizations become similar are:
Coercive isomorphism Mimetic isomorphism Normative isomorphism
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The Institutional Theory of Organizational Growth (cont.)
Coercive isomorphism: exists when an organization adopts certain norms because of pressures exerted by other organizations and by society in general
Increasing dependence of one organization on another leads to greater similarity
Mimetic isomorphism: exists when organizations intentionally imitate one another to increase their legitimacy
Environmental uncertainty increases the likelihood of imitation
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The Institutional Theory of Organizational Growth (cont.)
Normative isomorphism: exists when organizations indirectly adopt the norms and values of other organizations in the environment
Organizations acquire norms and values when:
Employees move from one organization to another and bring with them the norms and values of their former employer
They participate in the activities of industry, trade, and professional associations
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The Institutional Theory of Organizational Growth (cont.)
Disadvantages of isomorphism Organizations may learn ways to
behave that have become outdated and no longer lead to organizational effectiveness
Pressure to imitate may reduce the level of innovation in the environment
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Greiner’s Model of Organizational Growth
Greiner proposes 5 sequential growth stages Each stage results in a crisis Advancement to the next stage requires
successfully resolving the crisis in the previous stage
Stage 1: Growth through creativity Entrepreneurs develop the skills to create
and introduce new products Organizational learning occurs Crisis of leadership – entrepreneurs may lack
management skills
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Greiner’s Model of Organizational Growth (cont.) Stage 2: Growth through direction
Crisis of leadership results in recruitment of top-level managers who take responsibility for the organization’s strategy
Crisis of autonomy Creative people lose control over new
product development Professional managers run the show Decision making becomes centralized
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Greiner’s Model of Organizational Growth (cont.)Stage 3: Growth through
delegation To solve the crisis of autonomy,
managers must delegate Strike a balance between the need for
professional management and the opportunity for entrepreneurship
Movement toward product team structure
Crisis of control as power struggles over resources emerge between top-level and lower-level managers
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Greiner’s Model of Organizational Growth (cont.)Stage 4: Growth through
coordination To resolve crisis of control,
managers must find right balance of centralized and decentralized control
Top management takes on role of coordinating different divisions
Crisis of red tape Increasing reliance on rules and
standard procedures Organization becomes overly
bureaucratic and stifles entrepreneurship
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Greiner’s Model of Organizational Growth (cont.)
Stage 5: Growth through collaboration Emphasizes greater spontaneity in
management action Social control and self-discipline take
over formal control Greater use of product team and
matrix structures Collaboration makes an organization
more organic which can be a difficult task
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Figure 11-4: Greiner’s Model of Organizational Growth
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Organizational Decline and Death
Organizational decline: the life-cycle stage that an organization enters when it fails to anticipate, recognize, avoid, neutralize, or adapt to external or internal pressures that threaten its long-term survival May occur because organizations
grow too much
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Organizational Decline and Death (cont.)
Effectiveness and profitability Assessing an organization’s
effectiveness involves comparing its profitability relative to others
Profitability: measures how well a company is making use of its resources by investing them in ways to create goods and services that generate profit when sold Short-term profits say little about how
well managers are using resources to generate future profits
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Figure 11.5: The Relationship Between Organizational Size and Organizational Effectiveness
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Organizational Decline and Death (cont.) Organizational inertia: the
forces inside an organization that make it resistant to change
Risk aversion: managers become unwilling to bear the uncertainty of change as organizations grow
The desire to maximize rewards: managers may increase the size of the company to maximize their own rewards even when this growth reduces organizational effectiveness
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Organizational Decline and Death (cont.) Organizational inertia (cont.)
Overly bureaucratic culture: in large organizations, property rights can become so strong that managers spend all their time protecting their specific property rights instead of working to advance the organization
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Organizational Decline and Death (cont.) Uncertain and changing
environment Affect an organization’s ability to
obtain scarce resources, thereby leading to decline
Makes it difficult for top management to anticipate the need for change and to manage the way organizations change and adapt to the environment
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Weitzel and Jonsson’s Model of Organizational Decline5 stages of decline
Stage 1: Blinded: organizations are unable to recognize the internal or external problems that threaten their long-term survival
Stage 2: Inaction: despite clear signs of deteriorating performance, top management takes little actions to correct problems
Gap between acceptable performance and actual performance increases
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Weitzel and Jonsson’s Model (cont.)
5 stages of decline (cont.) Stage 3: Faulty action: managers
may have made the wrong decisions because of conflict in the top-management team, or they may have changed too little too late fearing more harm than good from reorganization
Stage 4: Crisis: by the time this stage has arrived, only radical changes in strategy and structure can stop the decline
Stage 5: Dissolution: decline is irreversible and the organization cannot recover
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Figure 11.7: Weitzel and Jonsson’s Model of Organizational Decline