MGT601 Week 3 Discussion 2

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University Of Arizona *

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601

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Management

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Nov 24, 2024

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Organizational Life Cycles [NACE: 1, 3] [CLOs 3, 5] [WLOs 2, 3] Prior to working on this discussion forum, read the article Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence Download Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence . Every organization has a beginning, and if there is a lasting need for the products or services of the organization, it will go through multiple stages. The stages are part of the life cycle of an organization. In your initial post,  Analyze organizational life cycle change including, o the early stages of development, o performance and resource acquisition, o events leading to later stages of development, o and the development of the formalization and control stage.  Evaluate how this topic can support your career trajectory. Guided Response: Due by Day 7 Respond to two of your classmate’s posts. Use the article to compare your analysis of the information to the analysis provided by your classmates regarding initiating and formalizing control. Discuss what you learned from your classmate’s analysis. Hello Professor Shelton and class, Analyze organizational life cycle change, including the early stages of development Every organization has a beginning, and just like any living entity, it goes through distinct stages of development. According to Miller & Friesen (1984); Quinn & Cameron (1983), each stage has specific attributes that affect the organization's framework. Understanding them is crucial for anyone aspiring to thrive in the corporate world. In its early stages of development, the organization begins with an idea or a unique product or service concept. At this point, the primary challenges revolve around establishing the company's identity, securing initial funding, and building

a team. Startups and entrepreneurs often find themselves in this stage, navigating uncertainty. The organization is formally established during the birth stage, where there is a lot of enthusiasm and purpose. Key performance indicators center on providing goods or services, luring new clients, and establishing the brand. The next stage, growth, includes acquiring more customers, entering new markets, and hiring additional employees. Complexity increases, and there's a growing need for structure and systems. Performance metrics shift to revenue growth and market share expansion. According to Bierman et al. (2023), the organization has stable operations and a well-established market presence during the maturity stage. The focus turns to efficiency, cost control, and optimizing existing processes. The last two stages are revival and decline. During the revival stage, a mature organization realizes the need for reinvention and innovation after stagnation or decline. It involves investing in research, development, and strategic changes to revitalize growth, potentially leading the organization back to a growth phase. In contrast, the decline stage is characterized by falling revenues, market share, and possible losses, often requiring cost- cutting, downsizing, or exiting unprofitable markets for survival. Performance and Resource Acquisition The performance and resource acquisition stage is reached as the organization reaches maturity. At this point, the emphasis switches to ensuring sustainable growth and securing crucial resources, such as money, talent, and clients. Market expansion, operational optimization, and the creation of strategic alliances are essential initiatives. The organization's core skills are frequently established through a successful passage through this stage. Events Leading to Later Stages of Development Multiple events lead to later stages of development. According to Quinn & Cameron (1983), external and internal factors influence this transition. Externally, market shifts, competition, economic trends, and global events have a significant impact. Market shifts driven by customer preferences and technology can drive growth or accelerate the decline. Competition can challenge established companies as they might offer similar products at a lower cost. Unforeseen global catastrophes like pandemics or geopolitical wars impact the company's financial stability. Internally, corporate culture, resource management, innovation, and strategic planning also significantly impact and serve as catalytic factors for change. Effective leadership and proactive responses to these factors are essential for an organization's sustained success in the later stages of development. Development of the formalization and control stage Organized processes and governance mechanisms are implemented during the formalization and control stage to administer the organization efficiently. This becomes increasingly important as the organization expands and gets more complex while strategically adjusting to stay

competitive. Organizations start implementing formal structures and processes to deal with this complexity. These frameworks aid in streamlining operations and lowering ambiguity. Control mechanisms are also introduced to spot and address deviations from desired results. Evaluate how this topic can support your career trajectory. Understanding the organizational life cycle is a multifaceted asset for career development. It helps managers and leaders to make well-informed decisions about growth, diversification, or restructuring based on the stage of the life cycle that the organization is in. It also provides insights into when and where to invest for the best results, guiding effective resource allocation. References: Bierman, L., Ferrell, O. C., & Ferrell, L. (2023. Management: Principles and applications, custom edition (4th ed.). Academic Media Solutions. Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science , 29 (1), 33–51. Miller, D., & Friesen, P. H. (1984). A longitudinal study of the corporate life cycle. Management Science , 30 (10), 1161–1183.

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