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Essay / Research Paper Abstract
A 5 page paper discussing the various stages of the life cycle of the organization and the implications of each. There have been many attempts to characterize the path an organization travels as it matures. Several steps are predictable and can inform the decisions that senior management needs to make along the way. The paper concludes that Detroit's automakers should enter Chapter 11 bankruptcy rather than receive a government bailout, so that they can reorganization and renew the organization that currently is in decline. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtLifeCyc.rtf
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Unformatted sample text from the term paper:
attempts to characterize the path an organization travels as it matures. Several steps are predictable and can inform the decisions that senior management needs to make along the way.
Several Models McNamara (n.d.) provides an assessment of the organizational life cycle in four stages. Others authors include additional stages that can
be interjected between the four that McNamara (n.d.) uses, and those additional stages can be used to more narrowly identify specifically where an organization lies in its current life cycle.
McNamara (n.d.) quotes others and offers a reproduction of a table found in other authors works labeling organizational life cycles as birth, youth, midlife and maturity. These follow
the stages of the human life cycle, and as is the case in any human, we do not leap from youth to midlife at one identifiable point in our lives.
Rather, suddenly we realize we are "there" whether we recognized the upcoming milestone or not. Lee (1996) closes the loop that McNamara
(n.d.) leaves open, by adding senility and death to the mix, graphically placing senility in a position of decline and death very near to the point of birth. Though
Lee (1996) specifically addresses executive teams, the lessons he provides directly relates to the organization as a whole. When he states, "A highly effective, highly cohesive team is a
transitory state in a dynamic process" (Lee, 1996), the observation also directly applies to the entire organization. Adizes (2004) offers a model that
has many points along a bell curve, as well as offshoots from the main track and feedback loops. It also has creative names such as "go-go" and "aristocracy," which
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