Features patterns of development and life cycle of a commercial organization.

1. The concept of Adizes describes in detail the stages of growth of the organization, the researcher takes into account even the stage of “Courtship”, i.e. the stage when the organization itself does not exist. Greiner, integrates the stage of Adizes “the Courtship”, “Infancy” and “Come on” to one “Personal enthusiasm”(“Creativity”). At the end of this period, both researchers identify the following conditions, without which the organization will not be able to go to the next stage.

the necessity of transition to regular management.

the need to create an administrative subsystem.

2. Both researchers isolated the same problems as you grow: the need for delegation of authority, interpersonal conflicts, etc.

3. At the stage of mutual accusations (Adizes — “Salem city”, the Greiner — “coordination”) Greiner sees a way out of this situation in the creation of the team. Adizes says that this situation will inevitably lead the organization to bankruptcy and death (if you do not intervene, the state), and from this stage it is almost impossible to return to the stage of “Flowering”. That is, Greiner believes that any crisis in the organization resolve, so his model is incomplete.

4. Both models of organizational development is applicable in the analysis of problems in Russian companies.

On the question of applicability of the model of Adizes to the Russian reality, we can say that the analysis of the processes occurring in Russian companies, this model is used, although there are a number of organizations, the analysis of the growth and development of which the model of Adizes does not make sense. Life cycle model of Adizes cannot be applied, for example, to such organizations.

organizations configured for the short-term existence, conducting fraud and illegal operations.

The newly created organization model of I. Adizes apply in full, although “youth” is the main problem. According to some researchers, the majority of Russian organizations is currently at the stage of “Come on,” and the difficulty of the transition is the inability of founders to go to the regular management, i.e. to escape from the “trap of youth.

As for the model of Greiner, the situation is about the same as with the model of Adizes. To the Russian it companies, at least not yet applicable, because the majority of Russian companies are at the first stage — the “personal enthusiasm”. Again due to the “youth” and the inability of implementing the system of regular management they can’t go to second stage.

However, the model of I. Adizes has a more applied character.

first, it describes in some detail how the stage problems and their solutions. Greiner gives too vague a way out of crises, while Adizes clearly indicates the symptoms and treatments.

second, the Adizes takes into account the factor of state intervention. With regard to the Russian reality, it can be called the main factor of existence of the organization.

1.3. Organizational pathology.

What is the norm and pathology for the organization? In medicine pathology is the deviation from the norm. But in medicine, there is a more or less strict definition of the rule — body temperature, blood pressure, pulse rate, etc. And what is considered the norm in the organization.

There is a form of organizational norms set by the outside. For example, universal accounting requirements. The same can be said about the laws that normalized working day, and the duration of leave and the employment relationship, etc. But these are the limits and rules enforce order, deviations from which are treated, and punished.

Also found this understanding of institutional norms — the principle of “what happened”. For example, our management culture is considered normal some excess of penalties over rewards.

Or osushestvlyaetsya solutions in the range of 60% — a common practice, they even say that for Russia it is normal. But here is the subject of the analysis of business and organizational culture.

And to specifically develop and assess organizational norms is not relevant. Familiar too is the norm, but in the cultural sense.

Thus, the universal rules of construction, functioning and development of the organization as such does not exist.

In relation to the organizations Professor Jin offers his approach in defining pathologies.

By organizational pathologies, it implies the reasons for sustainable telemedecine organizations.

This means that if the organization for some understandable reasons, has consistently been unable to achieve its goals or that achievement is significantly more difficult (cost, timing, completeness), then it bred some pathology that the consultant will uncover and overcome. To date, there are three groups of organizational pathologies in the structure of organizations, organizational relationships and managerial decisions.

1. Pathology in the structure of organizations.

The pathologies in the structure of the organizations include: the dominance of structure over function, the autarky of the divisions, the incompatibility of the individual with the function of the bureaucracy.

The dominance of structure over function.

This pathology represents a situation in which due to the imperfections of the organizational management structure reduced effectiveness, or performance of functional activities or separate structural divisions of the organization. For example, often the growth leads to the formation of new units. Structure is becoming more diverse and complex, and the coordination of actions between units requires more labor, making the main objectives are achieved is more difficult, more expensive or in part.

Or another example, a large firm creates a number of branches in different regions of the country. Branches become many, and the user decides to create a special Department for work with branches (RUF). I began my work for the RUF? He developed a new so complicated a system of accountability of the branches that the latter are forced to spend a lot of effort to prepare the required RUF data to allocate for this special employees. In addition, RUF has introduced a variety of restrictions, the new rules, which also increased the load on the main activities of the employees in the regions. Thus, the new structural unit suppressed the effectiveness of grass-roots units. But the company, along with the RUF, was conceived by two intermediate Department.

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