From the mba think tank encyclopedia (https://wiki. Mbalib. Com/)
The corresponding page classification for the entry is life cycle theory。
Life cycle theory
Overview of life cycle theory
The life cycle is a very useful tool, and standard life-cycle analysis suggests that markets go through stages of development, growth, maturity and recession. However, the real situation is much more delicate, providing more opportunities for businesses that truly understand the process, while at the same time better avoiding potential future crises。
The life cycle theory was first introduced by a. K. Karman in 1966 and subsequently developed by hersey and b1anchard in 1976. It is based on the quadratic theory and draws on the premature mature theory of agiris。
Agiris argued that effective leaders should help people move from premature or dependent to mature. In his view, the transition from premature to mature would result in seven changes, as shown in the table below. In his view, those changes were ongoing and normal people in general would grow from premature maturity to maturity. Every human being tends to become more mature with age, but only a few can reach full maturity。
At the same time, he has found that poor leadership can affect human maturity. In traditional leadership, adults are treated as children, constraining their ability to control the environment. Workers are assigned to specific, oversimplified and repetitive labour, which is totally passive, highly dependent and inactive, thus hindering maturity。
On this basis, the life cycle theory suggests that the type of leadership should be adapted to the maturity of the organization's members. When leaders mature, their behaviour needs to be adjusted to achieve effective leadership。
This theory suggests that “two-high” leaders who are highly concerned with people are not always effective; and “two-low” leaders who are low-organizing are not always effective, depending on the maturity of the organization's members. Hess will be divided into four phases of the leadership's growth process: the first phase, “no confidence, no capacity”; the second phase, “no confidence, no capacity”; the third phase, “no confidence, no capacity”; and the fourth phase, “confidence, no capacity”。
When an employee enters the company, his status is essentially “unconfident, uncapable” and, with the encouragement of the leader, he can be brought into the second stage of “confident, incompetent”; when an employee is slowly competent and capable, the leader should delegate more authority to the employee, as the employee moves away from the leader's asylum and often makes decisions of his own, and there is a lack of confidence, leading to the third stage of “unconvinced, capable”; and finally, the leader concludes that once he reaches the fourth stage of “confident, capable”, he can fully delegate authority to the employee。
In contrast to the four stages from premature to mature, leaders should also adopt four different models of leadership, namely, high-level work, high-level work, high-level work, low-level work, low-level work and low-level work, in turn:
Command - convincing - participation - authorization
In the first phase, the leader is required to direct and instruct the employee; in the second phase, the leader is required to explain the work and persuade the employee; in the third phase, the leader is required to use a “participatory” approach to motivate and assist the employee in solving the problem; and in the fourth phase, the leader is required to use a “delegation” approach to entrust the work to the employee and the leader is required to perform monitoring and study。
The life cycle theory is not profound, but it is difficult for leaders to know how to judge their employees at what stage through their words and deeds, and even more so if they are wrong. For example, if an employee reaches the second stage, the leader is still led by an “advocacy” so that the employee will not remain in the company long enough because he will feel that he has no chance to grow up。
Approaches to life-cycle theory
The life-cycle theory has two main life-cycle approaches — a traditional, rather mechanical view of market development (product life cycle/industry life cycle); and a more challenging view of how customer needs are met over time by different products and technologies (demand life cycle)。
The product/industry life cycle is a very useful way to help enterprises develop appropriate strategies depending on whether the industry is growing, mature, declining or otherwise。
This approach assumes that the competitive situation of an enterprise is different at each stage of its life cycle (development, growth, maturity, recession). For example, development - products/services are purchased by those “early adopters”. They are not sensitive to prices and are therefore highly profitable. On the other hand, substantial investment is needed to develop products of better quality and popularized prices, which in turn erodes profits。
In this approach, assuming that things necessarily follow an idiosyncratic life-cycle model, it may lead to predictable rather than innovative strategies。
A more constructive application of the life-cycle concept is the demand-cycle theory. The theory assumes that the customer (individual, private or public) has a particular need (recreation, education, transportation, socialization, exchange of information, etc.) that can be met. At different times, there will be different products to meet these needs。
Technology continues to evolve, the statistical characteristics of the population evolve over time, the political environment is volatile between different power groups and consumer preferences change. Rather than fighting to defend specific products, it is better to fight to ensure that you can continue to meet the needs of the customers。
Many television producers see them in a mature television market, but do not see themselves in a growing family entertainment market. So they gave up the market and watched it go into explosive growth with video recorders, home computers and future hdtv。
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