組織生命周期(編輯修改稿)
2025-08-28 15:59 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 神向?qū)I(yè)化管理轉(zhuǎn)換的有利時(shí)機(jī)。 THE ADOLESCENT ORGANIZATION 青春期組織 UNEXPECTED PATHOLOGICAL PROBLEM 始料不及的問(wèn)題 “ DIVORCE‖離婚 ? Premature Bureaucracy anization sacrifices creativity rather than results to develop systems loses vision and appetite, begins 組織在體制的發(fā)展上失去了創(chuàng)造性，沒(méi)有遠(yuǎn)景和期待，開(kāi)始過(guò)早老化。 ? People are not willing to take responsibilities with new anization for accountability. 人們不愿意和新組織一起，為其成為一個(gè)具責(zé)任感的機(jī)構(gòu)盡責(zé)。 ? Insurmountable conflict between administrative/financial and creative ponents (marketing).行政 /財(cái)務(wù)與創(chuàng)新部門（銷售）之間不可克服的矛盾。 ? Creative ponents decide to part 。 ? Oldtimers fired, or heavy turnover of new 了太重的營(yíng)業(yè)額任務(wù)。 THE ADOLESCENT ORGANIZATION 青春期組織 UNEXPECTED PROBLEMS 意外的問(wèn)題： ? Premature hiring of new CEO. 過(guò)早替換首席執(zhí)行官 。 ? Premature ? Divorce, suicide, or sell out (Sale value not maximized).離婚、自殺、或者出售（出售價(jià)格沒(méi)有最大化）。 THE ADOLESCENT ORGANIZATION 青春期組織 TREATMENT處理： ? “ Team Building‖ to free anization from Founder less dependency on Founder for decision making. ―建立團(tuán)隊(duì) ” 讓公司逐步脫離創(chuàng)始人 降低決策上對(duì)創(chuàng)始人的依賴 ? Decentralized decision making. 決策基層化 ? Define the ―Mission‖ of the pany which up to now has been in the Founder‘s head. Share ，到現(xiàn)在它還在創(chuàng)始人的腦海里。組織共同的遠(yuǎn)景。 ? Administrative amp。 Finance Functions established Founder keeps what he is most interested as reporting relationship (Marketing, Engineering, etc.).建立行政 /財(cái)務(wù)職能部門。創(chuàng)始人把他最感興趣的當(dāng)作匯報(bào)關(guān)系（營(yíng)銷、工程等）。 ? COO brought in after Mission amp。 Structure in ，設(shè)立公司的首席運(yùn)營(yíng)官。 THE ADOLESCENT ORGANIZATION 青春期組織 TREATMENT處理 ? Accurate Information Systems developed –開(kāi)發(fā)準(zhǔn)確的信息系統(tǒng) – Who reports to whom誰(shuí)向誰(shuí)匯報(bào) – About what, and 匯報(bào)什么 – For what incentive systems為什么 —激勵(lì)機(jī)制 ? Multidisciplinary assignments build 配。 ? Focus on results and process for achieving 的過(guò)程。 ? Need balance between flexibility amp。 systemization 需要平衡適應(yīng)性與系統(tǒng)化。 THE PRIME ORGANIZATION 盛年期組織 CHARACTERISTICS特征 ? Develops administration from Adolescent amp。 does not lose creative ，切忌失去創(chuàng)新成分。 ? Is results 。 ? Follows systems amp。 。 ? Has plans and follows 。 ? Is aggressive and 。 THE PRIME ORGANIZATION 盛年期組織 CHARACTERISTICS特征 ? Reports growth and 。 ? Has the performance of a ―GoGo,‖ but is 學(xué)步期組織的績(jī)效，但是可以預(yù)測(cè)。 ? Begins to generate new ―Infants‖ may not have enough qualified managers for “ 嬰兒 ” —可能沒(méi)有足夠多的合格管理者來(lái)滿足增長(zhǎng)的需要。 THE PRIME ORGANIZATION 盛年期組織 UNEXPECTED PATHOLOGICAL PROBLEMS 始料不及的問(wèn)題 — “ PREMATURE AGING‖ 未老先衰 ? From this point on, the aging process is 起，老化過(guò)程就開(kāi)始了。 ? Organization will normally go through a series of changes that limits its vitality and 變革，這些變革限制了它的生命力和長(zhǎng)處。 ? The ―trick‖ for the anization in Prime is to stay there although this is not the natural 門是保持繁榮，盡管這不符合自然規(guī)律。 THE PRIME ORGANIZATION 盛年期組織 UNEXPECTED FPROBLEMS意外的問(wèn)題 ? Most anizations begin in late Prime to: 在盛年期后期，大多數(shù)的公司開(kāi)始： – Bee less risk oriented. 風(fēng)險(xiǎn)的導(dǎo)向性降低 – Bee more – Bee less creative. 創(chuàng)造性降低 THE PRIME ORGANIZATION 盛年期組織 TREATMENT處理 ? Avoid ―form‖ over ―function‖ cannot lose creative 能部門的形式化，切忌失去創(chuàng)新成分。 ? Decentralization ―spin off‖ satellites from anization to create a new Lifecycle —擺脫公司的運(yùn)行軌跡，開(kāi)創(chuàng)新的生命周期曲線。 – Avoids anization from being 。 – Creates a ―Portfolio‖ of business units, each at different stages of the ，讓他們處在生命周期的不同階段 – Each unit is expected to perform and achieve differently with different reward systems. 期望每個(gè)單位都有績(jī)效，根據(jù)不同的獎(jiǎng)勵(lì)制度達(dá)成不同的績(jī)效。 – Avoid sameness which contributes to 的同一性。 THE PRIME ORGANIZATION 盛年期組織 TREATMENT處理 ? Prime is best positioned to buy other panie
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