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UNIT 9 BUSINESS CS > greiners model of growth > Flashcards

greiners model of growth Flashcards

1
Q

as a bs grows what does it bring with it

A

many org issues relating to management e.g cord an comm

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2
Q

what does greiners model consider

A

challenges bs likely to encounter as it gets bigger and older

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3
Q

whats on horizontal and vertical axis

A

Horizontal axis - business age
Vertical axis - business size

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4
Q

state the 6 phases in order

A

growth through creativity

growth through direction

growth through delegation

growth through coordination

growth through collaboration

growth through alliances

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5
Q

how do we rember teh stages in order

A

c
2d
2c
a

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6
Q

state the crises in order

A

leadership crisis

autonomy crisis

control crisis

red tape crisis

growth crisis

identity crisis

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7
Q

how do we remeber crises

A

lacey ate connie reids giant ice

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8
Q

describe whats hapening in growth through creativity

3

in terms of bs and employess

rules and procedures

jod descriptions

A

Business just starting out so relatively few employees + approach is likely to be fairly informal

Not many clear rules and procedures

Job descriptions may be fairly broad and people tend to help out as and when is needed

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9
Q

in growth through creativity - At some point if bs grows approach may cause problems

what are these

2

A

Overlap as individuals end up duplicating the tasks they do

Other jobs may not be taken as its assumed someone else is doing htem

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10
Q

what crisis do we have in rgowth through creativity

A

leardership crisis

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11
Q

with a leadership crisis we need

A

clearer direction

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12
Q

in terms of leadership crisis business may beenefit from

how cna this be provided through

A

bringing in professional managers

define jobs roles and org structure more formally

canbe provided through growth and direction

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13
Q

what is stage 1 good for

A

creativity and adaptability

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14
Q

what is stage 1 poor for

A

clearly defined roles and organisation

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15
Q

what is phase 2

A

growth through direction

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16
Q

what is grwoth through direction( and other phases) can lead …

A

bs forwards as it continues to grow and get older

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17
Q

describe growth through direction

3 points

pressures
dm
desire

A

At some point with more employees, products and with bs operating in more markets may be pressure from managers for more independence

may be a need to respond to local mkt conditions and so more decentralisation

There’s a desire for more autonomy

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18
Q

what is stage 2 good for

A

consistency and order

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19
Q

what is stage 2 poor for

A

dealing with rapid growth

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20
Q

whats the crisis in growth through direction

A

autonomy crisis

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21
Q

what is autonomy crisis

A

business ibecoming bigger , needs strategic direction.

Management is too tied up in the day to day running of the business and important decisions are not being made.

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22
Q

whats phase 3

A

growht through delegation

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23
Q

what is growht through delegation

managers create …

A

more self running units e.g separate profit centres that are more more self governing

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24
Q

what may begin to appear in growht through delegation

A

middle managers may begin to appear

25
Q

what crisis may we get in growht thtrough delgation

A

control crisis

26
Q

How does control crisis in growth through delegation happen

A

delegation gets more complex : senior managment dont know whats going on at bottom of org &loose control of everyday operaitions

Middle managers may DM not aligned with the organisation’s objectives/ conflict with other functional areas as little management oversight

27
Q

what is good about S3

A

Good org can begin to take more LT view

28
Q

WHATS BAD ABOUT S3

A

chaotic

top managers become distanced from the clients

functional areas may not be very well coordinated

29
Q

how may senior managment get cnotrol in control crisis

A

establishing systems such as budgets to provide targets and monitor the progress in place (phase 4)

30
Q

what is phase 4

A

growth through coordination

31
Q

what is growth through coord

introduce

create

A

introduce more control

leaders need to create policies and procedures for middle managers to follow and execute

32
Q

what is the danger of growht through coordination

A

with continued growth centralised system put in place to keep control may become burdensome and bureaucratic

33
Q

what is buearacracy

A

complex org got multilayered systems and processes.

34
Q

in stage 4 wat happesn when an org becomes burdensoe and bureacratic

and whatcrisis does this cause

A

can lead to time consuming paperwork and slow down effective DM as key descision needs to be approved by ehad office

crisis of red tape

35
Q

what is red tape

what does this lead to

A

too much paper work and from filling
With too many policies and procedures, staff are disempowered and find their job role inflexible and time consuming to effectively carry out.

stage 5

36
Q

what is stage 4 associated with

A

increases in the number of layers in the hierarchy to oversee the execution of strategic decision

37
Q

WHATS GOOD FOR S4

A

Good for establishing consistency across the organisation

38
Q

WHATS ABD ABOUT S4

A

rules and policies can be demotivating, poorly designed or executed and time consuming to carry out

39
Q

what is stage 5 and waht i the crisis

A

growth through collaboration

growth crisis

40
Q

what happens in stge 5 growth through collaboraton

A

Bs tries to develop processes that enocoruage collab between hte dif parts of bs w/o too much central regulation

41
Q

describe what happens in stage 5 grwoth through coollab , examples

A

senior managers may move around the bs,

individuals may xp centralised training to instil core values but then be given high levels of independence

42
Q

in stage 5 describe reward systems and what may be encouraged

A

Reward system may focus more on collab sharing and teamwork with

teh sharinf od info between senior managers in all parts of org being encouraged

43
Q

in stage 5 we et through growth crisis what does this mean

A

its difficult to grow further internally and maintain appropriate levels of control

bs may look to expand through a mergers and acquisiotons

44
Q

in stage 5 org may adpat … why

A

matrix structure and be more flexible in order to meet demand

45
Q

what is stage 5 good for

A

Good for re-establishing creativity and improving motivation of empowered employees

46
Q

in stage 5 org has reached

A

limits of internal growth capabilities

47
Q

what is stage 6 and waht is its crisis

A

growth through alliances

identitiy crisis

48
Q

what happens in stage 6

A

To avoid difficulties of internal growth the bs may decide at this stage to pursue external growth thorough alliances mergers and takeovers

49
Q

but alliances, merges and takeovers brin

A

problems with them

50
Q

describe how the bs is operating in stage 6

A

Complex structures and reporting systems, with product lines, geographical areas or conglomerate type systems in place

51
Q

what is stage 6 good for

A

Good for taking advantage of growth opportunities and developing synergies

52
Q

what is a negatove of stage 6

A

Can create a lack of focus on core competences and difficulty identifying the business’s corporate culture

53
Q

what is the identity crisis

A

The organisation has become large and complex. It can be difficult to identify the core purpose and meaning of the business, leading to a lack of direction and demotivated staff

54
Q

why does model still have valye

A

highlights issues of in org growth meaing bs can plan better

55
Q

criticisms of greinres model of growht

A

Bs may move at diff speeds through the stages , may skip over some and revisit some

Rate of growth varises between diff bs and industries - give example pls

bs may groth through multiple crises at the same time

too simplistic

56
Q

the longer you are in eahc stage

A

more resistance managers have when face a crisis and try to employ and adapt to new management strategy/style
Loop this into resistance to change

57
Q

explain 2 ways why this model is useful

A

founder can ID which phase youre in and you can look to adpt management style accordingly to keep bs growing and successful

Founder knows need to do and impact itll have on employees so you can plan ahead on ways to keep them motivated and productive/reduce resistance

58
Q

what is stage 2 poor for

A

UNIT 9 BUSINESS CS (20 decks)

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