What is Pioneer?
A pioneer organization could be described as one, which initiates innovation that is a force of change within its market of operation. In addition, pioneer organizations are known for their distinct ways of operation, management and innovation in new products. This enables these types of organizations to maintain relevance within their respective markets (Cunneen, 2008).
What is an Unplanned Organizational Structure?
An unplanned organizational structure is described as one, which lacks definite control mechanisms as it lacks a clearly set chain of command within the organization. This could be because of haphazard formation of an organization without adequate deliberations on the levels and functions, responsibilities and duties of those within the organizational management.
Thus, an unplanned organizational structure could be described as one where all the structures or organizational departments lack set out or definite structure, which is essential for synchrony in terms of functionality within an organization. Unplanned organizations are difficult to manage because there is no clear line of authority within these forms of organizations. In addition, these kinds of organization are coupled by the lack of clear duties and responsibilities for the employees within the organization.
It is also described as an informal organizational structure and is usually evident in social groupings and within organizational projects where people come together with the aim of achieving some set out organizational objectives. Despite their haphazard formation this kind of organization tend to achieve more during their period of functionality; this is because of the immediate responses given by the members within the se organization hence accomplishing the reasons for formation. This can be an alternative for entities in the event that the formal organization fails in term of functionality (Andersen, 2008). The effectiveness of this kind of organizations is preferred because communication happens in numerous channels. In formal organizations do not have distinct lines of communication thus people within these kinds of organizations are able to communicate with utmost ease with each other.
What is Formalized Organizational Structure?
Formalized organizations are described as those which have a set out and definite chain of command. This is evidenced by the presence of senior management, executives and subordinates within these forms of organization. These kinds of organizations are characterized by hierarchical structures of management making them bureaucratic.
What are the Disadvantages of:
An unplanned organization has many challenges most of which are posed by the terms of management of such organizations. Such organizations are difficult to manage organizations because they do not have distinct set out levels of management or authority. In addition, these organizations might find it difficult to achieve their set out goals and objectives because of the lack of set out responsibilities and duties within the organization. This leads to conflicts within this forms of organization as there are duplication of duties and responsibilities due to lack of setting out distinct and clear duties and responsibilities of those within the organization (Ritson, Marsden & Chartered Institute of Management Accountants, 2003).
Formalized organizations on the other hand have distinct hierarchical structure, which makes them bureaucratic. This impedes the implementation and execution of strategies within the organization. Formalized organizations are expensive to operate due to the numerous costs of remuneration of individuals within the organization. This makes these forms of organization only a preserve for large organizations or those with adequate funds within the organization.
Explain what Organizational life cycle is?
The organizational life cycle is set out in five distinct phases, which are a characteristic of any organization. The first phase is the birth and formation of the organization; this is whereby the organization enters into the market through the new products and is resilient in its efforts to grow in the new market. Formalized organizations are widely in use within the modern world because of the defined chain of command and authority. These forms of organization are easy to manage because people within the organization
The second phase of the lifecycle of an organization is the growth phase. This phase is characterized by the presence of numerous customers for the organization it is characterized by the gradual increases in the amounts of sales. The growth phase is attributable to innovation within the organization as the organization aims to grow and ward off competitors in the market. In this phase of growth, the organization aims at reducing costs while increasing its sources of revenues. Such is achieved by the determination and resilience of management who are edged on achieving the organizational goals and objectives.
The third phase is the maturity phase where the organization attains maximum growth in its line of operations. The organization is characterized by its market dominance hence its maximum growth. This dominance is made by the numerous sales or revenues made by these kinds of organizations because they operate like monopolies and dictates market operations such as prices and competition (McKenna, 2006).
The fourth phase is the decline phase whereby the organizational presence in the market fizzles out due to lack of a competitive advantage or irrelevant products for the market of operation. In addition, the organizational operating costs gradually increasing leading to losses and increased costs. This phase is at times attributable to lack of rejuvenation of the organization through new thinking to stay relevant within the market. The death stage is marked by total losses as the organizational losses its market presence and opts to step out of its market. This is characterized by dissolution of the organization and sale of its assets with an aim of raising funds to pay back the shareholders.
Andersen, E. S. (2008). Rethinking project management: An organizational perspective. Harlow, Essex, England: FT Prentice Hall.
Cunneen, P. (2008). Organisational structure: An essential lever in managing change. Blackrock: Blackhall.
McKenna, E. F. (2006). Business psychology and organizational behavior: A student’s handbook. Hove [England: Psychology Press.
Ritson, N., Marsden, A., & Chartered Institute of Management Accountants. (2003). Organisational management. Amsterdam: CIMA.