Overview: Organizational Development Framework Organizational Stage 1 Stage 2 Stage 3 Stage 4 Area Creativity/Startup Direction/Establishment Delegation/Institution Consolidation/Permanence Survival/become known Expand range of services Develop strategic approach Retain mission focus Organizational Growth Issues Build infrastructure Examine lines of business Continue to reinvent organization Culture Growth in many directions Formalized relationships, team Aligned culture through Characterized by to family” identity, competence organization, desire for “dysfunctional performance, shared leadership Top Leadership Individualistic Directive Delegative Communicative Characterized by Organizational Informal Centralized, functional divisions Decentralized, cross functional Streamlined for Effectiveness Structure teams Organizational Few systems Basic systems More sophisticated systems investment in Systems systems/technology Resources Few sources of operating More diverse Repeat/multi-year Approaching self-sufficiency revenue revenue/capital sources funding/capital sources More sophisticated capital Limited capital Beginnings of earned Access to larger sources income Product/Program Single product Multiple products/programs Eliminate some Focus program on core products/programs competencies Basic approach Develop more sophisticated approach Performance More sophisticated analysis of standards/trend analysis environment/trends influence product design External Relations Activist Reactive Recognized Proactive Growth Issues Crisis of multiple roles Crisis of Direction Crisis of Control Crisis of Meaning
Overview: Organizational Development Framework Organizational Area Stage 1 Creativity/Startup Stage 2 Direction/Establishment Stage 3 Delegation/Institution Stage 4 Consolidation/Permanence Organizational Growth Issues Survival/become known Expand range of services Build infrastructure Develop strategic approach Examine lines of business Retain mission focus Continue to reinvent organization Culture Characterized by Growth in many directions to “dysfunctional family” Formalized relationships, team identity, competence Aligned culture through organization, desire for performance, shared leadership Top Leadership Characterized by Individualistic Directive Delegative Communicative Organizational Structure Informal Centralized, functional divisions Decentralized, cross functional teams Streamlined for Effectiveness Organizational Systems Few systems Basic systems More sophisticated systems investment in systems/technology Resources Few sources of operating revenue Limited capital More diverse revenue/capital sources Beginnings of earned income Repeat/multi-year funding/capital sources Access to larger sources Approaching self-sufficiency More sophisticated capital Product/Program Single product Basic approach Multiple products/programs Develop more sophisticated approach Eliminate some products/programs Performance standards/trend analysis influence product design Focus program on core competencies More sophisticated analysis of environment/trends External Relations Activist Reactive Recognized Proactive Growth Issues Crisis of multiple roles Crisis of Direction Crisis of Control Crisis of Meaning
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