Review Summary
As evident in the article, internal developments, together with external environments remarkably manipulate organizations. Critical phases in progress encompass evolution compounded with revolution. “The term revolution is used to describe those periods of substantial turmoil in organization life” (Greiner, 1972, pg. 38).
Notably, a comprehensive articulation of these phases in organizational progress enhances the manager’s competency to handle prospective challenges. Indeed, adequate communication and feedback systems combined with a participatory approach to management within unions are critical as highlighted in the review. During revolution, leaders ought to predict upcoming challenges to contain the revolution.
This is because when organizations experience a revolution, they encounter distinct challenges in every phase. Solution mechanisms for these challenges depend on a range of internal and outdoor factors. The review presents the gap existent in the management’s familiarity with processes in organizational progress. There is a further explanation of various phases and their implications in organizational development.
The article presents organizations with constant size to cause redundancy. This is because they are inept of experiencing transformation. Throughout the article, transformative leadership approaches remain relevant if organizations are to attain success. According to Greiner (1972), expansion is sighted to cause challenges, including coordination plus communication constraints.
Responsibilities also become more interlinked and confusion of roles might arise in the absence of properly-outlined procedures and management structures (Greiner, 1972). The article also directs on the significance of comprehending forces of dynamics and their implications by the management within organizations.
According to this article, confusion normally arises within an organization in times of challenges. However, it presents proper planning and consideration of relevant management practices to minimize such confusions. Organizations incapable of dropping past actions to initiate relevant transformations usually fail immensely (Morgan, 2006).
Thus for any revolutionary, the central role of management is to unearth a novel set of initiatives that provide the foundation for operating the following time of evolutionary development. There is an indication that all firms develop in relation to the level of growth present within its industry.
The article presents a description of the vital stages that organizations undergo during their development process. Ideally, organizations face challenges that arise from expansion of its processes (Morgan, 2006). The article provides direction for appropriate management action in each of the phases. Historical forces influence the future progress of organizations (Greiner, 1972).
Diverse approaches have been applicable in most studies focusing on the concept of organizational development. According to Chandler’s ideologies pertaining to “strategy and structure”, external market opportunities influence a firm’s strategy (Greiner, 1972, pg. 38). This consequently shapes the firm’s organization structure.
Contribution to Personal Understanding of Management Theory
The article presents management to play a central role in organizational development and performance monitoring. Every leadership should know that their challenges emanate from past resolutions rather than current occurrences (Morgan, 2006). For any revolutionary duration, challenges arise whose handling approach by the management determines the level of positive achievement.
There are five specified stages of progress characterized by evolution plus revolution. As indicated in the article, age, size, and the phases of evolution constitute the fundamentals for developing a model for a firm’s progress. Similar organization actions are never persistent but transform with time.
Similarly, such thoughts prevail in the article, supported by examples of European Psychologists. Evolution herein refers to long durations of development in which no significant disruption transpires within organization practices. Revolution refers to those times of serious disturbances during an organization’s life.
Evaluation and Personal Thoughts on Topic
Management practice is a critical aspect within any organization. Creativity leads to development of novel entrepreneurial initiatives (Greiner, 1972). However, if proper management approach is deficient, firms face challenges.
The centrality of quality management in all phases of progress within an organization is unavoidable. I concur with the sentiments in the article about inconsideration of the impacts of a firm’s expansion to its operations, employees, and even external environments. Earlier introduction of qualified managers allows for proper segregation and specialization of units and roles.
The sense of direction provides the basic roles for both executive and middle level and implementing administrators (Greiner, 1972). Usually, the second evolution entails conflicts between the executive leaders and lower managers.
There is a need for ensuring efficient coordination of duties and departments, if proper delegation is to enhance organizational performance (Morgan, 2006). Collaboration emerges as a crucial tool in ensuring organizational development.
Decision-making requires a participatory stratagem as clearly outlined in the article (Morgan, 2006). Firms incur immense losses and administrative challenges due to overdependence on transactional initiatives rather than focusing on effective leadership approaches (Greiner, 1972). Institutionalization of most administrative attributes may result from the course of time (Greiner, 1972).
Age thus plays a fundamental role in the administration. It is indicative that every period presents with a distinct challenge that is tolerable to different management. Size holds a central role in organizational dynamics.
In conclusion, whereas every organization is likely to face constraints, its success depends on problem-solving competencies and managerial efficiency. In a personal view, it is imperative to deduce that external pressures do not shape an organization’s destiny.
References
Greiner, L. (1972). Evolution and revolution as organizations grow. Web.
Morgan, G. (2006). Images of Organization. New Delhi, Sage.