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Greiner’s Sixth Phase

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Greiner’s Sixth Phase

Organizational Design & Change Management
Organizational Design & Change Management

Table of Contents Greiner’s Terminal Stage 2 Internal & External Forces Driving the Need for Organizational Change 3 External Forces 3 Globalization 3 Technological Change 3 Internal Forces 4 Sixth Phase: Efficiency Phase 4 Implications on Organizational Structure & Design 5 Works Cited 13

Greiner’s Terminal Stage
In Greiner’s terminal stage there is a strong organizational emphasis on collaboration and spontaneity in management action through teams and the skillful confrontation of interpersonal differences (Greiner, 1988). Often there is a growing opposition to coordination that may need to be addressed by attention to human connection and more collaborative and supportive approaches. Bureaucracy is simplified and trust is rebuilt with a greater focus on common organizational goals. Also, structures have been implemented to connect people in multiple dimensions, such as the use of a matrix structure. Reward systems are also realigned to promote team and organizational success rather than just individual performance. Greiner’s fifth phase ends with a crisis for internal growth. How can an organization grow further without overloading current systems and processes? Through this crisis, it is evident that further growth can only come through the development of partnerships with complementary organizations and more efficient means of horizontal coordination. These efficiencies can be reached through mergers, outsourcing, virtual networks, more efficient supply chains, etc.

Internal & External Forces Driving the Need for Organizational Change
Today's organizations and their managers are