change.docx - Running head: GREINER’S GROWTH MODEL...

Running head: GREINER’S GROWTH MODEL 1
Greiner’s Growth Model
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GREINER’S GROWTH MODEL 2
Greiner’s Growth Model
In my company, one of the most significant changes I’ve experienced in the last five
years is the growth in development and continue to rise of knowledge and expertise I’ve gained
while managing various responsibilities. Throughout my development, I confronted several
crises that jeopardized my ability to achieve success. The transition exposed me to a variety of
various approaches to progress, as well as exposing a variety of distinct challenges. As a result, I
was able to independently encounter difficulties that I was encountering while working for my
organization, which impeded my efforts to reach my full potential. Predicated on certain
assumptions about the abilities I possessed and the organization under my control: I used to
believe that organizations were rigid, control-centric, and centralized entities, bureaucratic, and I
still believe this to be true.
Nonetheless, I recognized that an organization’s future success is dependent on the
performance of its organization. I was able to evaluate their changing phases of development.
This enabled me to ignite management to appreciate better how development challenges might
cause organizations to become stuck in their current stage of evolution regardless of market
possibilities that are accessible.
The most frequently applied change model in my development is Greiner’s Model of
Organizational Growth, which occurs when an individual reaches a breaking point. At the same
time, quantities and frictions in one phase are low. A breakthrough is created to bring about
significant changes in one’s having to work and the structure of the organizational. According to
Greiner’s Model of organizational Growth, each framework is only helpful for a short period

GREINER’S GROWTH MODEL 3
( Mosca et al., 2021). A change in an individual causes a drastic shift in the organization’s
structure. According to the theory, updating one’s framework solves the difficulties present at the
time and prepares the foundation for the challenges that may arise in the coming period.
As a result of the transformation that I went through in the last five years, I can argue that
the transformation went through five distinct stages of development. Each featured an initial
period of benign growth followed by a management crisis. I view each phase as both an outcome
of the phase before and a cause of the phase that followed it. Using my knowledge of history, I
foresaw and prepared for the subsequent development crisis that would occur. I prescribed proper
action for each of the five steps of the project to transform organizational crises into
opportunities for growth. The developmental phases were the stages of growth that were