Growing Pains, 5th Edition

Book description

An insightful and practical toolkit for managing organizational growth

Growing Pains is the definitive guide to the life cycle of an organization, and the optimization strategies that make the organization stronger. Whether growth is rapid, slow, or not occurring at all, this book provides a host of solid tools and recommendations for putting everything in order. Now in its fifth edition, this invaluable guide has been fully updated to reflect the current economic climate, and includes new case studies and chapters discussing nonprofit life cycle tools, leadership challenges and the "leadership molecule", and real-world applications of the frameworks presented. The latest empirical research is presented in the context of these ideas, including new data on strategic organizational development. Mini-cases that illustrate growth management issues have been added throughout, with additional coverage of international entrepreneurship and companies that provide a frame of reference for the perspective being developed.

Growing pains are normal, and a valuable indicator of organizational health, but they indicate the need for new systems, processes, and structure to support the organization's size. This book provides a practical framework for managing the process, applicable to organizations of all sizes.

  • Understand the key stages of growth and the challenges of each
  • Measure your organization's growing pains and development
  • Deploy new tools that facilitate positive organizational development
  • Make the necessary transitions required to ensure sustainable success

Some companies, even after brilliant beginnings, lose their way as growth throws them for a loop. Growing Pains identifies the underlying factors that promote long term success, and gives you a framework for successfully managing the transitions of growth.

Table of contents

  1. Title Page
  2. Copyright
  3. Preface
    1. Purpose and Focus
    2. Intended Audience
    3. Overview of the Contents
    4. Key Differences
    5. Conceptual Thinking
    6. Note
  4. Acknowledgments
  5. Part I: A Framework for Developing Successful Organizations
    1. Chapter 1: Transitions Required to Build Sustainably Successful Organizations®
      1. Organizational Success, Decline, and Failure
      2. Building Sustainably Successful Organizations®
      3. The Personal Transitions Facing Founders and CEOs
      4. The Need for Organizational Transition
      5. Transitions Required for Continuing Success: An Overview Case Example
      6. Summary
      7. Notes
    2. Chapter 2: Building Sustainably Successful Organizations®: The Pyramid of Organizational Development
      1. The Nature of Organizational Development
      2. The Pyramid of Organizational Development
      3. The Pyramid and Financial Performance
      4. The Pyramid as a Lens to Build and Evaluate Organizations
      5. Improving Strategic Organizational Development at Guangzhou Construction, China
      6. Successfully Building the Pyramid: The Example of Starbucks
      7. Summary
      8. Notes
    3. Chapter 3: Identifying and Surviving the First Four Stages of Organizational Growth
      1. Stages of Organizational Growth
      2. Differences between Entrepreneurial and Professional Management
      3. Discrepancies between Growth and Organizational Development
      4. Managing the Transition between Growth Stages
      5. Case Example of Growth from Stages I to IV: 99 Cents Only Stores
      6. Summary
      7. Notes
    4. Chapter 4: Managing the Advanced Stages of Growth
      1. Nature of Problems beyond Stage IV
      2. Growth beyond Stage IV
      3. The Challenge of Revitalization
      4. Summary
      5. Notes
    5. Chapter 5: Recognizing Growing Pains and Assessing the Need for Change
      1. The Nature of Growing Pains
      2. The Ten Most Common Organizational Growing Pains
      3. Measuring Organizational Growing Pains
      4. Organizational Growing Pains, Growth Rates, and Infrastructure
      5. Growing Pains and Financial Performance
      6. Minimizing Organizational Growing Pains
      7. Growing Pains at Guanzhou Construction
      8. Summary
      9. Notes
  6. Part II: Mastering the Tools for Building Sustainably Successful Organizations®
    1. Chapter 6: Strategic Planning
      1. Strategy Defined
      2. The Nature of Strategic Planning and “Strategic Organizational Development Planning”
      3. Strategic Issues
      4. Management Systems' Strategic Planning Method
      5. International Truck Dealerships: Development and Implementation of Strategic Organizational Development Plans
      6. Ongoing Functions of Strategic Planning
      7. Strategic Planning at Different Stages of Growth
      8. Consultants and Strategic Planning Departments
      9. The Value of Strategic Planning
      10. Summary
      11. Notes
    2. Chapter 7: Organizational Structure
      1. Nature of Organizational Structure
      2. Three Related Dimensions of Organizational Structure
      3. Alternative Forms of Macro Organizational Structure
      4. Different Philosophies of Organizational Structure Design
      5. Criteria for Evaluation and Design of Organizational Structure
      6. Case Studies of Organizational Structure
      7. Organizational Structure at Different Stages of Growth
      8. Summary
      9. Notes
    3. Chapter 8: Organizational Control and Performance Management Systems
      1. The Nature and Purpose of Organizational Control and Performance Management Systems
      2. Performance Management Systems and Other Forms of Organizational Control
      3. The Performance Management Scoreboard
      4. Evaluation of Performance Management Systems' Effectiveness
      5. Performance Management Systems in Action: Superior Security Systems Case Study
      6. Use of Performance Management Systems at an Individual Level: The Performance Appraisal Process at Southern California Presbyterian Homes
      7. Control and Performance Management Systems at Different Stages of Organizational Growth
      8. Summary
      9. Notes
    4. Chapter 9: Management and Leadership Development
      1. The Management and Leadership Role
      2. A Three-Dimensional Framework for Understanding Management and Leadership Effectiveness
      3. The Nature of Management and Leadership Development
      4. Functions of Management and Leadership Development
      5. Management and Leadership Development at Different Organizational Levels
      6. Case Studies of Management and Leadership Development
      7. Management and Leadership Development at Different Stages of Growth
      8. Investment in Leadership Development
      9. Summary
      10. Notes
    5. Chapter 10: Corporate Culture Management
      1. The Nature of Corporate Culture
      2. Key Dimensions of Corporate Culture
      3. The Impact of Corporate Culture on Organizational Success and Financial Performance
      4. Strong and Weak Cultures
      5. Functional and Dysfunctional Cultures
      6. Real versus Nominal Corporate Culture
      7. Manifestations of Corporate Culture
      8. How Corporate Culture Changes
      9. How to Manage Corporate Culture
      10. The Importance of Cultural Norms
      11. Corporate Culture at Different Stages of Organizational Development
      12. Summary
      13. Notes
  7. Part III: Special Aspects of Organizational Transitions in Growing and Changing Enterprises
    1. Chapter 11: Building Sustainably Successful Nonprofits
      1. Applying the Pyramid of Organizational Development to Nonprofits
      2. Applying the Stages of Organizational Growth and Growing Pains to Nonprofits
      3. Strategic Planning in Nonprofits
      4. Organizational Structure and Structure Management in Nonprofits
      5. Management and Leadership Development in Nonprofits
      6. Performance Management in Nonprofits
      7. Culture Management in Nonprofits
      8. Summary
      9. Notes
    2. Chapter 12: The Challenge of Leadership Throughout the Organizational Life Cycle
      1. The Nature of Leadership
      2. Styles of Leadership
      3. Factors Influencing the Choice of Leadership Style
      4. Two Sets of Leadership Tasks
      5. The Leadership Molecule
      6. Emergence and Development of a Leadership Molecule in Organizations
      7. Design of a Leadership Molecule
      8. Empirical Support for the Leadership Molecule Model
      9. The Leadership Molecule at Different Stages of Growth
      10. Implications of the Leadership Molecule for Building Successful Organizations
      11. Summary
      12. Notes
    3. Chapter 13: Building Sustainably Successful Organizations®: The Frameworks, Tools, and Methods in Action
      1. Organizational Development at American Century Investments
      2. Organizational Development at Infogix
      3. Organizational Development at Bell-Carter Foods
      4. SmileSaver
      5. Organizational Development at Ballistic Cell
      6. Organizational Development at GroundSwell
      7. Conclusion
      8. Notes
  8. About the Authors
    1. Eric G. Flamholtz, PhD
    2. Yvonne Randle, PhD
      1. Index
  9. End User License Agreement

Product information

  • Title: Growing Pains, 5th Edition
  • Author(s): Eric G. Flamholtz, Yvonne Randle
  • Release date: November 2015
  • Publisher(s): Jossey-Bass
  • ISBN: 9781118916407