Change!!presentation for Management Students .pptx

Change!!(presentation for Management Students )

1. Change!!!!

2. Managing Organizational Change and Innovation

3. Organizational innovation and change Innovation is not limited to new technologies, products, and services. The organization structure is an integral part of the innovation process. Organizational innovation- Reflects the recognition that new ways of organizing work in areas such as workforce management (such as employee empowerment, new people partnership, or positive action to involve all employees in order to make work organization a collective resource for innovation), knowledge management, value chain management, customer partnership, distribution, finance, manufacturing, etc. can improve your competitiveness. Mega Change - an Organizational Transformation Mega Change is a total system-wide cultural transformation of your organization. It means designing and transforming organizations based on assumptions of human capability rather than limitations using the tools of the modern resource-based management model.

4. Strategic Change : This is a high level in the organization and for long term-broad view role. In Strategic change management deals with the largest, longest-term initiatives. Tactical Change : This is the change management role most people think of when they define a senior manager's role. Their work is layered over project management. They make the translation from strategy to implementation. There can be multiple senior managers in the organization that represent different areas (internal functions, specific projects, etc.). Tactical change management while it should not be is still a heavy deliverable role. Your hands "get dirty" when you do this work - lots of assessments, communications, training design and meetings..,

5. Implementary Change : These are the leaders within the organization that make things happen. They are the organizers, the people working around the globe to translate into sales, action, behavior change, and participation at the user level. They are often the testers, the askers, the shoulders to cry on and the mentors for all of the different forms change takes. This is definitely an internal role - that should be given visibility and responsibility. Adoptive (or Supportive or Sustaining) Change : This is the person who stays on after the change hits the milestone called "adoption" or "transformation". They help to keep stakeholders from falling back to previous patterns, status quo, and behaviors. They understand that sustainability has a lot to do with follow-through close to the user. Functional executives are crucial partners for this person. This can be internal or external, there are benefits for both. An internal will likely have a closer connection to the stakeholders and can interpret from the organizations perspective (hopefully the new one created as a result of the change). An external can be invaluable for feeding information back to the strategic CM for consideration moving to the future on other initiatives.

6. Managing Creativity and Innovation

7. Creativity!!! Creativity is the development of ideas about products, practices, services, or procedures that are novel and potentially useful to the organization. To be creative it takes time, hard work, and mental energy. Creativity consists of three major components of creativity on individual or group level: a) Domain-relevant expertise. Expertise is fundamental for all creative work. It includes the pathways used for solving a task or a problem. The expertise component also includes the memory for factual knowledge and technical skills in the knowledge domain. b) Creativity-relevant skills. This component focuses on personal characteristics such as self-discipline, risk-taking orientation, tolerance of uncertainty, the ability to explore new pathways, working style, being persistent to frustration, and relatively not being bothered by social approval. The styles included in these skills are a favoring to take on new perspectives on problems and applying techniques for exploring new pathways. Even if the expertise level is extremely high, the person will not produce creative work if the skills in creative thinking are lacking.

8. Components of Creativity( Contd ) c) Task motivation, Task motivation, the third component in the model above, is the driving force for creative actions in an organization. This element is fundamental and is connected to the intrinsic motivation principle of creativity, which argues that people are at their most creative when they are intrinsically motivated by the challenge, joy, satisfaction, and interest in the work itself. Intrinsic motivation is commonly used to explain why creative individuals show a lot of energy and engagement in their work tasks. Extrinsic motivation, on the other hand, refers to factors at work that are driven by the desire to achieve goals outside of the work itself, such as attaining a promised reward, achieving a position, or meeting a deadline. The components of expertise and creative thinking skills determine what a person is capable of doing, whereas the component of task motivation will determine what the person will actually do and will determine to what extent the person will engage his expertise and creative thinking skills in the creativity performance. A high degree of intrinsic motivation can to some extent make up for a shortage in expertise or creative thinking skills.

9. Creativity Encouragement Practices Organization can influence, which in turn can have a significant effect on the individual’s creativity. Motivation for creativity is argued to possibly be influenced by minor organizational changes, divided into six categories of managerial practices: These practices will be described below. – Challenges: include matching the right people with the right assignment. Freedom: refers to giving employees autonomy regarding the process in itself, the means To perform a work task but not necessarily the end. Clear goals may rather enhance an individual's creativity. Resources: such as time and money are affecting creativity and should therefore be distributed carefully. Work-group: features and the importance of the design of the teams that are supposed to develop creative ideas are emphasized. Supervisory encouragement: such as recognition is important for sustaining the passion and the intrinsic motivation for a work task. Organizational support: is enhancing creativity by implementing appropriate procedures and systems or by clearly stating values that clarifies that creative efforts are prioritized. By directing collaboration and knowledge sharing, all three components of creativity are supported.

10. Innovation Innovation is the implementation of new ideas at the individual, group or organizational level. Innovation is the act of introducing something new, a new idea, method or device, The introduction of new goods, new methods of production, the opening of new markets. The purpose of innovation is revealed and operated creativity, in other words, innovation means operated and creative thought; that is the presentation of products, processes, and new services to market. It is mental creativity for making one thought and originality with use of a new concept. Successful companies create a competitive advantage in the marketplace through innovation and creativity. Such companies are innovative and creative not by accident; they effectively manage human resources to create and market new products and services. People are an innovative organization's most vital resource. Successful innovation-based companies have learned how to manage, motivate and reward people.

11. Human resource management that fosters innovation and creativity can be conceptualized along four dimensions: 1. Human Resource Planning - This strategy analyzes and determines personal needs in order to create effective innovation teams. 2. Performance Appraisal - This strategy appraises team and individual performance so that there is a link between individual innovativeness and company profitability. This strategy takes into account what tasks should be rewarded and who should assess employee performance. 3. Reward Systems - This strategy uses rewards to motivate personnel to achieve an organization's goal of productivity, innovation and profitability. 4. Career Management - This strategy matches an employee’s long-term career goals with the Organization's goals through continuing education and training.