Growth Phases[成长阶段]模型



Growth Phases[成长阶段]模型 | Greiner曲线什么是成长阶段模型? 释义

Larry E. Greiner的成长阶段模型认为,组织成长发展有五个必经阶段(另一说有六个),在不同阶段必须有不同的组织战略和组织结构与之相适应。  这一描述性架构,可以帮助理解在组织发展的一定时期,为什么有的管理方式、组织结构、协调机制就能发挥作用,运作良好,而有的就不行。 1972年,Greiner提出了组织成长与发展的五阶段模型

  1. 创造阶段。 在组织诞生初期,其阶段特点是企业家精神培育、信息收集、艰苦创业以及低回报。 一场领导力危机引发第一次组织变革,标志着第一阶段的结束。
  2. 指令阶段。 企业进入持续成长期,随着组织结构功能化、会计制度建立、以及资本管理、激励机制、预算制度、标准化管理的出现,组织变得更加多样化和复杂化。 自主权危机引发第二次组织变革,标志着第二阶段的结束。
  3. 授权阶段。 分权型组织结构引发组织又进入了一个成长期,分散的组织结构、运营及市场层面的本位责任、各自的利益中心、盛行的财务激励机制、基于阶段性回顾的决策机制, 却又使组织陷入了控制危机,当管理层试图重新控制整个公司时,新的剧变又开始了,第三阶段结束了。 比较: Centralization and Decentralization[中心化与去中心化]
  4. 协调与监督阶段。 这一阶段的特点是,各种正式的管理系统被一一建立起来,如正式的产品组群、正式的规划评估、中心化的支持系统、企业人的员海外协调、以及企业资本支出、产品组层面上的投资回报责任、组织低层的利益均享促进,等等,以此来协调和监督组织管理。 虽然企业获得了成长,却又使组织陷入了一场官僚危机,新的变革又开始了,第四阶段结束了。
  5. 协作阶段。 组织进入新的成长阶段,这一阶段强调通过团队协作来解决各项问题,克服官僚危机,其特点是跨功能区的任务团队、去中心化的支持团队、矩阵式组织结构、简化的控制机制、团队行为教育计划、高级信息系统、团队激励,等等。 这一阶段最终结束于组织的又一次内部成长危机。


  1. 外部组织解决方案阶段Extra-Organization Solutions),即通过并购、持股及组织网络等外部手段实现组织成长。

参考书: Larry E. Greiner - Power and Organization Development -

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Growth of Communities
Does this apply to community organizations as well, or are these growth phases only specified for business organizations (...)
Is an Organizational Crisis a Must for Growth?
It is typical for Greiner's thinking that the growth phases are seperated from each other by organizational crises. With (...)
Length of Greiner Phases
Is there any typical time frame for each phase? (...)
Organizational Death... A Taboo?
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Growth Through Training and Development
I think growth through training and development could also be added in this chart. Because you can give growth to any b (...)
Examples of Companies in Revolutionary Periods
What would be examples of companies currently going through a revolutionary period? Why? (...)
What Leadership Style is Required in Greiner's 6th Stage?
What kind of leader (style) is preferable in the growth through alliances stage of the model by Greiner? Should it be so (...)
Input parameters for each phase of growth?
Thinking about each phase of growth, what are the required parameters to be mandatorily considered as inputs to make the (...)
Internal and External Challenges After Having Established a Start Up Business
It is a great feeling to be a small business owner starting out on a great journey with endless opportunities. Every sma (...)
Collaboration Elaborated?
Can anyone give more information or guide me to books, articles that elaborate upon further steps than those mentined in (...)
Alternative Forms of Organization Development
Hi everyone.. Can anybody give me some ideas regarding alternative forms of organizational development. Please I tried e (...)
Greiner Chart should be a Circle
While reading about Greiner's Growth Phases model, I realized that after reaching phase 6, it's clearly impossible to in (...)
When Can We Call a Company a Multinational?
Can anyone clear to me that in which situation we can say 'multinational' to acompany? What are the steps that a company (...)
Add Learning and Innovation
There must be one more step - Learning and Innovation - which will generate internal growth and will be similar to the o (...)
Limitations of the model by Greiner
Given that the model has been shown in a continuous single line against time suggests that all the levels are at a highe (...)
Phase 6... Create Alliances And/or Rebuild Organization?
Does management restructure the organization at this point and continue to move forward or will the rapid pace of techno (...)
Greiner vs. Mintzberg?
What's the main difference with Mintzbergs model? (...)

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相关资料 - 组织成长(成长阶段模型)


比较: Organization Chart[组织结构图]  |  Mergers & Acquisitions[并购]  |  Competitive Advantage[竞争优势]  |  Core Competence[核心竞争力]  |  Parenting Styles[母合类型]  |  Relative Value of Growth[增长相对价值]  |  BCG Matrix[BCG矩阵]  |  Distinctive Capabilities[特殊能力]  |  Organizational Configurations[组织构型]  |  Leveraged Buy-out[杠杆收购]

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