Relate Microsoft's problems with its monitoring and evaluation systems to each of the growth stages of Greiner's model. Greiner's model of organizational growth describes the five distinct phases that organizations go through (Jones, 2010). Each stage is composed of a period of relatively stable growth, followed by a crisis that must be overcome to move to the next stage. Stage 1: Growth through creativityIn the first stage of growth, the founders of an organization develop skills and create new products. Learning is an important component of this phase of organizational growth. Entrepreneurs learn what works and what doesn't. People's behaviors are governed by organizational culture rather than hierarchy (Jones, 2010). As the organization grows at this stage, entrepreneurs must learn how to manage the organization. This is when a leadership crisis emerges. In the beginning, the organization is so busy starting and developing new products and markets that it fails to understand the importance of managing organizational resources. Crisis can be avoided and growth can continue to the second stage, if the organization can acquire the necessary skills to manage the organization. For Microsoft, I would say that this stage of Microsoft's development took place in the early years, as Jones (2010) states. , “from the beginning, Microsoft organized its software engineers into small workgroups and teams. . . (to) accelerate the development of innovative software. Microsoft has been around since the 1970s and if they had not learned how to manage the organization, Microsoft would not have become one of the largest software companies in the world.Stage 2: Growth through orientationThe new environment. ..... of paper...... functional manager, which means they have divided loyalties and must remain balanced. Employees are moved from team to team based on where their talents are most needed at any given time. This makes the matrix structure organic rather than mechanistic in nature. Another change I would recommend to Microsoft would be to lose its formalized structure and rely more on self-control and discipline. This type of structure can be achieved most effectively by changing the organizational culture and fostering the belief that each individual and their team are the most important component of the organization. By fostering a sense of responsibility and discipline, Microsoft can relax some of its more rigid control structures that currently exist. Works Cited Jones, GR (2010). Organizational theory, design and change. 6th ed. Upper Saddle River, New Jersey: Prentice Hall