Growth, Decline, and Death Organizational Transformations: Birth, Growth, Decline, and Death Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 11-1

Learning Objectives Appreciate the problems involved in surviving the perils of organizational birth and what actions founders can take to help their new organizations survive. 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. 11-2

Learning Objectives Discuss why organizational decline occurs, identify the stages of decline, and describe how managers can work to prevent the failure and even the death or dissolution of an organization 11-3

The Organizational Life Cycle Organizational life cycle: A sequence of stages of growth and development through which organizations may pass The four principal stages of the organizational life cycle: Birth Growth Decline Death 11-4

Figure 11.1 - A Model of the Organizational Life Cycle 11-5

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 11-6

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 11-7

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

Table 11.1 - Developing a Business Plan 11-8

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 11-9

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

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 11-11

Figure 11.2 - Organizational Birthrates Over Time 11-12

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 11-13

Population Ecology Model (cont.) Specialist strategy versus generalist strategy 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 11-14

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 move into the market and threaten the weaker r-Specialists The market is dominated by the strongest r- Specialists, r-Generalists, and K-Generalists 11-15

Figure 11.3 -Strategies for Competing in the Resource Environment 11-17

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 11-18

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 11-19

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 11-20

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 11-21

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

The Institutional Theory of Organizational Growth (cont.) Mimetic isomorphism: exists when organizations intentionally imitate one another to increase their legitimacy Environmental uncertainty increases the likelihood of imitation

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

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 11-22

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 The stages are; (1) Growth through creativity (2) Growth through direction (3) Growth through delegation (4) Growth through coordination (5) Growth through collaboration 11-23

Greiner’s Model of Organizational Growth (cont.) 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

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 Often turns around an organization’s fortunes Crisis of autonomy Creative people lose control over new product development Professional managers run the show

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

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

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

Figure 11.4 - Greiner’s Model of Organizational Growth 11-24

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 11-25

Figure 11.5 - The Relationship Between Organizational Size and Organizational Effectiveness

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 11-26

Figure 11.6 - Differences in Profitability

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 11-29

Organizational Decline and Death (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 11-30

Organizational Decline and Death (cont.) Changes in the 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 11-31

Weitzel and Jonsson’s Model of Organizational Decline 5 stages of decline Stage 1: Blinded Stage 2: Inaction Stage 3: Faulty action Stage 4: Crisis Stage 5: Dissolution 11-32

Weitzel and Jonsson’s Model of Organizational Decline (cont.) Five 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 11-32

Weitzel and Jonsson’s Model of Organizational Decline (cont.) Five 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 11-32

Weitzel and Jonsson’s Model of Organizational Decline (cont.)