Organizational Growth and Expansion

** ****** **** ******** the ***** ** Organizational Growth *** ********* I **** ***** **** *** *** requirements ** ****** *** met in **** ********** ****** hope ** **** **** together again ****** rate ** **********

Click here to download attached files: Paper on Organizational Growth and Expansion.docx

***** the ** *** attached document ******

Click here to download attached files: H&M EXPANSION.edited.docx

****** ** ********* *** ***** **** ********* ***** ** ***** strive Small ***** want ** *** *** big firms **** ** *** ****** Organizational ****** ******* ***** ********* ****** ** different ************** number ** ******** *** ********** ********* **** ********* ****** ** how ************* ****** *** **** One **** model is **** ** ***** * ******* * management *** ************ ********* ** *** ********** ** Southern ********** ** his 1998 ******* ******** ****** article ******** "Evolution and ********** as ************* ***** ******* ******** five phases ** ****** ********** ** **** he ****** "revolutions" that ***** ** *** ****** quo *** ******* ** the successive ***** Based ** ************ ** ********** ******* ******** his ****** **** as ******** ********* ************ a company or ******* ** a company ** ***** ****** most attention *** activity ** ******* on ********** * ******* and ******** *** ****** ********** ************ the ******* ****** to ********* ******** ********** ******* *** ***************** its ********* usually ********* ************ ***** in *** ************ *********** ************ ************** proves too cumbersome *** * large organization it ****** ** delegate ***** and *************** ** ******* ways **** ** by creating *************** ******** *************** *** moving the *********** paradigm **** ** lower ***** ******** *** ********* ** ******* ************* ************ **************** ******* **** ** ********* ** *********** ********** ******** ** rein ** *** ************ ** merging ** coordinating *** ********** of various ********** ***** ** *** ******* demanding **** ************** and ******** unifying ********** such ** ****** ******* ************** ************ ******* ************ efforts prove bureaucratic *** ********** management ****** a team-based cross-functional ********* and more ***** ******** **** ******* ******* *** ******* ****** *************** *** *********** Greiner ******** that many organizations stall ** ******* ****** ******* ********** ** ****** ** ********* ** ***** *** organizational paradigm or ********** ******* *********** ** *** top *** ********* ** **** ** power **** **** ** ***** ************ *** ** *** **** cow ********** to ***** ** growing ***** enterprises *** make ***** for organizations ****** ** **** Even ****** ** sounds ************* at first *** dollar ** ********* ** *** ****** *** this **** ** ******** *** *** necessary capital ** fuel ****** ** ***** operations is generated *** ******* ** * sold **** *** ** left ** ** the *** owner ********* ******** **** **** *** ** the time of that sale *** *** ** **** **** **** *** picking ** ******** ** this line ** thinking is the ********* ** older ********** ** products ******** ******* such ** ***** ******* and ******* ****** **** been favorite ****** *** companies ** get rid of ******** ******** ** ********** These markets *** *** *** ** able to ****** state-of-the-art goods *** *** ***** benefit from ***** models *** *************** new ******* ** an ******* way ** expand * ******* ******** ********** demand *** * ****** ******* or ******* ********** in a market where *********** has yet ** ***** ******* ** * **** ****** ***** ********** *** growing enterprises ** **** and more ** ********* **** ***** ** their operations ********* **** *********** *** ********* is ******* *** ***** companies ** ***** *** ******* ** ***** ******* ********* NEW ******* *************** of *** ********** ********* **** ******* *** **** ** ********** cash ******* or ******* development is * ***** ***** to use that **** ** ***** ** ****** ****** ****** for *** **** **** companies ******** **** ** ***** ******* in ********** *** ******** ****** ********** *** ******** or extensions ** adaptations ** existing **** *** **** ********* **** ** pharmaceutical manufacturers maintaining * ****** *** ******* ******** is ********* ** ********* ****** **** **** ***** ********** ******* ***** drug ******* **** ********** ****** and **** will **** ******** competition from ********* ** generic *** ******* drugs ***** ********* **** ** *** *** ******** producers **** ****** ****** and changing ******* **** ****** * ******** flow ** *** products ***** *** ******** *** *********** **** *** products ******* **** up ***** *** ******* ******** in *** long run *********** often prove ** be **** ** * company's most ********* assets ******* CAPITAL/IPOFor companies ***** ** large ****** **** ** ****** *** ***** *** *** *** *** ****** ***** ***** public ***** ***** ***** or **** ******* ******* ***** ****** *** ******* from banks private ********* ** venture ******* ***** * venture ******* **** **** ******* **** ** firms ** ******* **** **** ********* fast growth *** venture ******* ***** **** ****** ** ** ******** for its ******* ******** **** ***** ******* ** an ******* ****** ******** ***** the ***** ** which *** ***** ******* **** ****** ****** ***** *************** ***** and ***** ***** *** ****** ** ****** ***** ********* ************ ********** ****** *** ******** ***** as * preferred ****** to increase a ********* **** ******** product ** ******* ******** *** The ******** frenzy of the ***** *** ******** ** ******* markets Successful ******* *** acquisitions **** ***** ********* to ****** * ******* ***** improving existing **** ************ For any ******* **** *** achieved ****** the **** *** **** begun Managing *** ********** **** ****** is ********** ** *** initial ******** ** ** have *** ******* ******** effects for *** ********************* ******************* is the ******* ** ***** ****** ********** *** ***** *** ***** physical ********* *** ******** *** coordinated ** as ** *********** ******* ************** ********** * ******* ** ******** ** * group ** ******* ********** ************ ** * ****** action ********** ********* *** ***** ** a common ********** and approach **** ****** ** *** following: •Developing and clarifying mission policies and ********** ** *** agency ** organization •Establishing ****** and ******** ************** ********** ** * means ** ********** authority and ******* responsibilities ********** ********** *** ********* *** revising ********** ** ***** ** ******** ******* •Maintaining effective ************** ****** *** ******* ***** with ***** groups *** **** *** ****** community •Selecting ********** training *** ********** staff•Securing ***** *** ******** ******** evaluating accomplishments *** ***** *********** ** ***** *** ****** ********** *** ** the ********* ** ***** The management ********* listed above *** ** categorized ** using *** ******* ******** ******* ***** ****** **** **** ****** & Urwick ****** ********* ********* ********** ****** ********** and resultant ****** ** be accomplished *** the techniques *** ************** Organizing: establishing structures *** systems ******* ***** activities *** ******** defined *** *********** ** ***** ** **** ******** ********** ********* fulfilling the ********* function which ******** ********* and ******** ***** *** maintaining ********* **** ********** ********** ****** ********* ********* ********* ** ************ and ******* ** the ****** of *** ********** ************* ************* *** various ***** of *** workReporting: keeping ***** to whom *** are *********** ********* both staff and public ******** Budgeting: making ********* ***** *********** ********** *** ********** control ** revenue *** ******* costs ** **** **** ********** **************** ** *** *** management function ** any ************ ** is *** should accomplish *** ******* of *********** in advance **** **** *** and ** **** **** ********** of ******* it ** ******** long-term program ************ ******** * ******** ******* *** ******** ****** of ********** ** the major contributor ** ******* and ************ ****** ****** *** *** don't know ***** *** are ***** **** *** ***** **** when *** **** ********* Planning ** the ******* ** determining *** ************** ***** and ********** *** ****** the ********** *** ***** *********** ** ******** choosing * ****** ** action **** available alternativesThe ******** ** ******** ************************ mission ********* – **************** ******** *** Why•Strategic *********** *** ***************** ********** implementation * When and How•Operational ***** * **** and ************ ********** *** ******************** *** levels ** staff ** ************************ and ************ * ******* ** develop-goals *** objectives *** *** organization *** unit; * strategic ******* *** *** **** **** ** *** ***** •Defining *** ********** ************** ********** *** *********** ********* ********* *** ******* ******** models ************** ******* *** ****** ********** needed ** move **** *** ******* ********* to what **** ** ******** over the **** ***** to **** ***** •Identifying and ************ ********** *** ****** *********** **************** ***** *** *********** ********* ******* quality improvement ***** ******** ********** ************** ********** *** ******** ******* *********** •Stating *** ***** **** *** ***** report ****************** ********* ******** *** ********** ******** are *********** organizing to *** *** *** **** ** **** Organizing ** the process ** establishing ****** ************* ***** ****** *** ********* ** order to ***** ******** ***** *** ********** *** ******* ********* ** Marshall ****** ** ***** ** **** ********** *********** ***** ** ******* **** ** ******* ********** ** ********* *********** assignment and *********** *** ********** process involves five steps: *********** *** tasks ** ** ************ *********** ***** tasks **** ********** ********** ********* ******** activities ************* providing necessary ********* *** ********* *** ************** ************* ****** ***** ****** be ******** ********** ********** ********* *** ****** ******* **** the ***** are known ** ** important ** ***** about how **** can ** ******** Effective **** ******** ********** ******** ** listing ***** **** ******* their ********* estimating the ****** ** **** **** **** will **** ** complete *** ************ **** * ******** what ***** *** **** ********* to ** first and numbering **** in **** order ** ** essential ** **** **** is ******* and what ** *** **** activities **** relatively *** ****** of ********** in ********** * ***** task StaffingA *** ****** ** ******** ** ***** *** extension ********** ** ** **** the ***** people *** the right jobs **** of ***** ******* ** a ******* ** ******* ** *********** ***** ******** ******** ********** ** ******* ** ** *** ****** ** ********** office ***** ** ********** *********************** is **** ******* to leading *** ********** ****** Leadership ** this ******* ***** *** process ******* * **** *********** ** created ** ***** people *** do their best work *** **** * proprietary ******** in producing a ******* ******* ** ******* ******** (1960) ******** **** ******** ***** ****** that ********* are ********* ** *** ** *** **** *** dichotomy *** ******* ****** * *** ****** * ****** X relates to *********** ********** ******* ******** ****** **** **** **** ******* ****** and ******** in order ** ******** employees Theory * the opposite ** ****** * ******** **** ********* **** ** do *********** **** **** they are interested in ********* ************** and **** they *** basically ******** *** **** to ** ******** ** policy *********** and objective ******* Today ******** * *** * ***** really ***** **** ************** *** problem ** **** management styles *** employee motivation ** *** fit ****** **** two *********** labels ** * result ********** *********** labels *** ****** ** are being ********* **************** ********* ***** ******** ** inter-relating *** various parts ** the work ** ******** ************ *** various job roles *** **************** ofyourself and ***** **** members within *** **** organization ***** are *** ***** of ************* (1) ******** ********* ** **** ************* *** ** your team *** *** ********** ********* ** your ********** *** **** ***** ***** *********************** ******** ******* ******* ** *** ************ ******** consists ** keeping ***** to whom *** *** *********** ******** as to what ** ***** on ** is ********* that competent ******** **** *** *********** flowing especially ** **** *** **** there is ** **** *********** ***** *********** ** ** many ***** *** ********* function ** **** **** preparing ** ****** ****** ******* ********** *** informing **** staff ** ******* developments The ********* ******** ** ****** an evaluation ******** ***** it ******** *** *** are ***** with **** *** *** *** ** ** ** reviews **** objectives *** determines ** **** ****** you *** meeting **** ********** ** consists ** **** **** ****** ********** *** ******* direction policy ******* refinement ** ********** and ******* ** ********** and ********** ** **** uses *** vertical *** ********** ***** ** *********** as ********* ********** ************* ********** ******** ******** ****** ******** accounting and ******* and ******* ******** Budgeting requires ******** ******** * thorough ************* ** objectives *** ****** ****** * sixth sense ** ******** conditions and ********* *** * ***** *** predicting the ************* ** carry *** ***** **************** ******** **** to ****** ****** ******** information that ****** in ***** journals *** ******** ***** that *** widely scattered within and ******* *** ************ They **** ** **** decisions ***** on *********** that is **** ************ *** incomplete In ******** ******** **** ** *** *********** **** subordinates ***** ************ ****** **** whom **** *** **** ** formal ********* Factors **** affect ******** ******* ***** ** ********** **** ** *** organization ******** of *** ************ *** ************** **** ***** ** closing *** ********** *** found *** **** ******* all ***** ******* *** *********** organizationsdo have **** alternatives **** have * ****** ** **** ******* of the job to ********* and *** ** ******** managers **** ********* managers *** ******* ** four types ** activities: ** ******** and *********** relationships *** ******* *** giving *********** (3) influencing ****** *** *** ******** ********************* * & ****** D * ****** ********* survival manual ******* *** ********** ************* * ***** ****** L (1959) ****** ** *** science of ************** ** extension Madison: National ************ ********* ****** *** ******** ***** ********** ** ********* ** ******* ******** * (1992) ************ ** *** management ******* ** Managing ****** ** **** Guelph: University of ****** PressMcGregor D ****** *** ***** **** ** ********** *** York: ***********