Larry E. Greiner의 성장단계모델에 따르면, 조직은 5단계(또는 6단계)의 성장단계를 겪으며 그에 맞는 적절한 전략과 구조를 필요로 한다. 이 기술적인 모델을 통해서 조직의 발전과정에서 왜 특정 경영스타일, 조직구조, 그리고 조정메커니즘이 유효한 반면 그와 다른 것은 유효하지 않은지를 이해하는데 도움이 된다. 1972년에Greiner는 성장단계모델을 통해조직 발전 및 성장의 5 단계를 기술하였다:
창조성(creativity)을 통한 성장. 기업 창립, 기업가적, 비형식적 커뮤니케이션, 근면 그리고 낮은 수입. 리더십 위기에 의해 성장 종료.
방향(direction)을 통한 성장. 지속적 성장, 직능별 조직 구조, 회계, 자본 관리, 인센티브, 예산, 표준화된 프로세스. 자율성의 위기에 의해 성장 종료.
권한위임(delegation)을 통한 성장. 분산된 조직 구조, 운영과 시장수준의 책임, 이익 중심, 재무적 인센티브, 정기적 검토에 기초한 의사결정, 예외적인 것을 중심으로 하는 따른 최고경영진의 활동, 형식적 커뮤니케이션. 통제위기에 의해 성장 종료.
조정과 모니터링(coordination, monitoring)을 통한 성장. 제품군의 형성, 공식적 기획의 철저한 검토, 지원기능의 집중화, 조정을 감독하는 스텝, 기업자본소비, 제품군별ROI에 대한 책임, 낮은 이익공유를 통한 동기부여. 관료적 형식주의의 위기(red tape crisis)에 의하여 성장 종료.
협력(collaboration)을 통한 성장. 새로운 진화경로, 문제해결을 위한 팀활동, 부서간 팀형성, 분권화된 지원스텝, 매트릭스 조직, 단순화된 통제메커니증, 팀활동 교육프로그램, 선진 정보시스템, 팀인센티브. 내부성장 위기에 의한 종료.
최근에 Greiner는 성장단계모델에 6번째 단계를 추가하였다.
조직 외부의 해결책(extra-organizational solutions,합병, 보유, 조직의 네트워크)을 통한 성장
참고도서: Larry E. Greiner - Power and Organization Development
다음에 대한 포럼 토론: 조직 성장 (성장단계모델). 아래에서 이 주제에 대해 질문하거나 경험을 공유하거나 새로운 개발을 보고하거나 무언가를 설명할 수 있습니다.
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