...Cassi Stephenson BUSM Management Chapter 7 Review 1 The difference between how change is handled in an organization can be described in two metaphors. Calm water looks at change in business as if you were on ship crossing a calm sea and only the occasional storm would disrupt your journey. In the calm waters metaphor change is seen as the occasional disruption in the normal flow of events. White water rapid metaphor describes change as a group of people trudging through white water rapids that has never worked together before; to add to the challenge they are doing this at night time. White water rapid describes change that takes place in uncertain and dynamic environments. The stability and predictability of calm water metaphor do not exist. Most managers never get out of the rapids with constant changing environments, such as changing structure, changing technology, changing employees. People can be resistant to change due to uncertainty, habits, concern over personal loss, belief that change is not in the best interest of the company. Environments change every day and will continue to change there are ways to reduce resistance by education, participation, negotiation, manipulation and corporation. The calm water metaphor is not realistic for today’s constant changing environment. Successful managers will have to learn to adapt and succeed in a white water environment. ...
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...The change Doctor Gayle found was that in the organization's mission, and that is in the sense that it went from a general, vague one to a more specific mission with objectives relative to poverty, women, and resources. This change that she found created a need for organizational change, as CARE was based on single national units functioning autonomously. The new mission now meant that there must be international collaboration in order to achieve the objectives set. Question 2: CARE's decentralized approach stems from the fact that the individual country officers raised their own funds and were used to being on their own, as stated in the case. They functioned autonomously as single units and did not see the bigger picture. This could be due to the fact that the organization's previous mission was a vague one that may have not been properly communicated throughout its separate divisions. Question3: As stated previously, the root of the decentralized design in CARE is the fact that the mission was vague and there was a lack of communication across borders. In order to improve collaboration, the first step would be to establish proper communication lines that go across all of the divisions, and most importantly two way communication lines. The company's new mission must then be embodied and shared throughout all of the divisions, and that will create a whole unit. Measurement of results would also improve collaboration in order to determine effectiveness. Question 4: ...
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...SECTION 1: INTRODUCTION 1.1 Background of Sentosa Development Corporation Sentosa Development Corporation (SDC) is a Singapore corporation. It was founded on 1 September 1972 as a Statutory Board under the Ministry of Trade and Industry and develops services, facilities and amenities on Sentosa for visitors. In 1974, Singapore cable car system was built for linking Sentosa to Mount Faber and starts operations. Fort Siloso, Kusu Island, Surrender Chambers wax museum and St John’s Island was opened to public as a holiday and recreational purpose in the following years. In 1982, monorail system of Sentosa Island began operations and Musical Fountain open to the public. In 1992, a causeway-bridge length at 710-metre long was built and linking Sentosa to the Singapore mainland, it is more convenience for public who want to travel to Sentosa. In 1996, one of the landmarks of Sentosa, The Merlion opens. In 1998, visitor cars are allowed to enter the island under the newly-introduced Drive-In scheme. In 2002, Sentosa Development Corporation and its subsidiaries are known as the Sentosa Leisure Group (SLG). In 2006, Palawan Beach reopens to public after renovation. The Sentosa integrated resort project with Genting International and Star Cruises was awarded by the Singapore Government. In 2007, the Sentosa Monorail was replaced by the Sentosa Express to enhance the transportation links between Singapore mainland and Sentosa. In 2010, Universal Studios theme park, and Resorts World Sentosa...
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...Chapter 17: Managing Organizational Change and Innovation This chapter discusses what needs to be considered when changing an organization. Some of these changes would be the input and the technological aspect of the business. I retained the most information from this chapter in the section of change agents. There are three agents of change; external, internal and external-internal change agents. External agents of change are temporary. They are used in situations where an organization needs help individual and group behavior. External agents are usually professors or private consultants. Internal agents of change are already apart of the business. They already know how to change an organization. In most cases they are managers who have recently been brought into organization that needs help. External-Internal agents are the combination of both external and internal. An organization uses both approaches to change the problems that have arisen. Question My thought-provoking question is how effective are external and internal change agents? I want to know why because what would be the next step to take to get the company at a good performance level. I know this works in most cases because I have seen it happen. I am just curious. Personal Implication Internal change agents personally affect me the most. My dad is a general manager at Applebee’s and he usually gets sent to stores that have a poor performance. He knows how to run a restaurant successfully. My dad has to...
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...Management Managing Change and Innovation Geronimo L. Jamisola II MBE-TEP PLM Learning Objectives At the end of this presentation, you should be able to answer the following questions: • What factors create the need for change? • Is change a continual or occasional process ? • How do organizations manage change and resistance to change? • What are some current issues in managing change? • How to make change successful? • What is innovation and how does it occur in organizations? • How do organizations stimulate innovation? What is Organizational Change? • Organizational Change – Any alterations in the people, structure, or technology of an organization • Characteristics of Change – Is constant yet varies in degree and direction – Produces uncertainty yet is not completely unpredictable – Creates both threats and opportunities • Managing change is an integral part of every manager’s job Forces For Change • External forces – Changing consumer needs and wants – New Governmental laws and regulations – Changing Technology – Labour markets shifts – Economic and social changes • Internal Forces – New organizational strategy – Change in composition of Workforce – New equipment – Changing Employee attitudes – Compensation and benefits Two Views of the Change Process • The Calm Waters Metaphor – Kurt Lewin: Change is a break in the organization’s equilibrium state. 3 Step Change Process (see exhibit 1): • Unfreezing the status quo • Changing to a new state • Refreezing to make...
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...LEADING INNOVATION AND CHANGE INSTITUTE OF LEADERSHIP AND MANAGEMENT LEVEL 5 AWARD /CERTIFICATE/DIPLOMA AC 1.1 EXPLAIN THE IMPORTANCE OF INNOVATION FOR OWN ORGANISATION Innovation is central to the future of the organisation (Trust) effectiveness to operate in the external/internal environment. The organisations culture needs to set the conditions and processes for Innovation and creativity to take place. Innovation can help set the strategic direction and enhances the ability to respond to key factors identified in a PESTEL analysis or organisational SWOT (appendix a). Evaluating key factors identified in the PESTEL analysis highlights why innovation is important to the organisation: Benefit | Factor | SIMILTANEOUSLY IMPROVE QUALITY AND PRODUCTIVITY | Better use of technology aligned to business strategyEnsure assets are fully usedDevelop IT for patient self-service systemsMaintain focus on high standards of practice, documentation and communication with patientsImprove health education use of social mediaProvide employees with stimulating work that creates a sense of personal growth | ECONOMIC GROWTH BECOMING MORE COMPETIVE | Improve business processesIncrease investment in sciences and technologyCreating confidence for external investmentCreate business partnerships | TRANSFORMS PATIENT OUTCOMES | Improved decision makingNew medicines, medical technologiesFocus on treatments in the homeGood informatics | An important consideration when new innovations are...
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...Chapter 13 Managing change and innovation Learning outline Forces for change Change process Managing organisational change Contemporary issues downsizing, employee stress, successful change structural, human resource, and cultural variables Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Stimulating innovation Change, innovation and sustainability Forces for change Change – an organisational reality managing change is an integral part of every manager’s job government laws and regulations technology economic changes strategy, workforce, employee attitudes Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia External forces Internal forces Change process The calm waters metaphor the organisation as a large ship crossing a calm sea change is seen as an occasional disruption in the normal flow of events Kurt Lewin’s three-step description of the change process Successful change can be planned and requires unfreezing the status quo, changing to a new state, then refreezing to make the change permanent Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Change process Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Change process The white-water rapids metaphor the organisation is seen as a small raft navigating a raging river with uninterrupted white-water rapids. change is an expected...
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...Hall, Inc. All rights reserved. Managing Change and Innovation PowerPoint Presentation by Charlie Cook The University of West Alabama LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. Forces for Change: Two Views of the Change Process • Discuss the external and internal forces for change. • Contrast the calm waters and white-water rapids metaphors of change. • Explain Lewin’s three-step model of the change process. Managing Organizational Change • Define organizational change. • Contrast internal and external change agents. • Explain how managers might change structure, technology, and people. © 2007 Prentice Hall, Inc. All rights reserved. 13–2 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Managing Change • Explain why people resist change and how resistance might be managed. Contemporary Issues in Managing Change • Explain why changing organizational culture is so difficult and how managers can do it. • Describe employee stress and how managers can help employees deal with stress. • Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Stimulating Innovation • Explain why innovation isn’t just creativity. • Explain the systems view of innovation. • Describe the structural, cultural...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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... | | |OI/361 Version 2 | | |Innovation, Design, and Creativity for a | | |Competitive Advantage | Copyright © 2012, 2008 by University of Phoenix. All rights reserved. Course Description This course will provide students with a solid foundation in innovation, design, and creativity. Additionally, students will be prepared to apply relevant principles, tools, and techniques to promote and sustain organizational innovation for competitive advantage. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials ...
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...Innovative changes and Managing Evolving Generations Wayland Baptist University Management 5305 Organizational Theory Course Instructor: Dr. William Cojocar, Ph.D. Herlinda Sifuentes (January 31, 2012) Abstract Building a culture for Innovation, creativity, smart technology, non-traditional work environment, business management and new strategies sum up the focus of innovation in todays’ competitive changing world . Todays’ economy brings opportunities, moves quickly, and marks innovation as the only way to stay ahead of fast-moving developments and increasing competitive pressures. In their book “Innovation, The Five Disciplines for Creating What Customers Want” Curtis Carlson and William Wilmot (2006) provide a developed disciplined process of innovation. This paper will analyze challenges the business environment faces in developing new ways to lead, inspire creativity, innovation, and challenges in managing the evolving generational gaps in the workplace. Introduction For organization be successful in the current business world is not an easy task. A strong Corporate culture and efficient leadership is essential to face challenges that are presented by competitors and the changing environment. Todays’ organizations must keep themselves open to creativity and continuous innovation, not only to prosper but merely to survive in a world of disruptive change and increasingly stiff competition. These challenges usually make an organization engage...
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... Evolution of Business Role of Innovation The business environment is continuously evolving with the integration of new management trends developed to create opportunity and respond to various challenges. However, with the unpredictability of the business environment which is driven mainly by globalization and technology, innovation turned out to be increasingly important to success. It means that innovation and strategy is converging to help in productivity. Innovation has the potential to change the agents within an organization to become better entrepreneurs to meet various challenges. Strategic thinking is crucial in creating a coherent, integrative and unifying framework for making decisions particular regarding the direction in which an organization goes and the resources it plans to utilize (Goldsmith, 2009). In some way, strategic thinking utilizes external and internal data, perceptions and opinions. It is proactive, conscious and explicit while defining competitive realm for strategic advantage in the organization. Strategies are formed to improve the performance of an organization which means that the company will have to conduct something unique and different compared to that of the competitors. Whenever an organization develops a new strategy, it means that they are establishing change whether it is innovative or incremental. It means that managing to execute a strategy involves managing change. The business landscape of today...
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...Foundations of Leading Innovation Capella University Introduction This paper examines the leadership practices of managing change and employee development and how they support organizational innovation, analyze how discovery skills support innovation and successful innovators, and explore the author’s own strengths and weaknesses in using discover skills and the leadership practices of managing change and employee development. An organization that develops and fosters the right leadership culture has a competitive advantage over organizations that do not embrace the benefits of a strong leadership culture. Developing and fostering a culture of high performing, innovative leaders at all levels of an organization is more beneficial than creating business plans or adopting the latest leadership trends that will quickly be forgotten and will become obsolete by changes in the marketplace (Waagen, 2002). Leadership Practices That Support Innovation in Organizations Managing Change Developing and facilitating strategies for managing organizational change effectively are skills that high performing leaders are able to utilize in order to be successful. High performing leaders see change as opportunities and are able to adapt and lead others through the change. Change for them is not a challenge or a setback but opportunities to adapt to changes occurring around them and to help other overcome their resistance and fears to the changes. According to (Leslie, 2009 pg.12), “being...
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...Leading Innovation Introduction This paper examines the leadership practices of managing change and employee development and how they support organizational innovation, analyze how discovery skills support innovation and successful innovators, and explore the author’s own strengths and weaknesses in using discover skills and the leadership practices of managing change and employee development. An organization that develops and fosters the right leadership culture has a competitive advantage over organizations that do not embrace the benefits of a strong leadership culture. Developing and fostering a culture of high performing, innovative leaders at all levels of an organization is more beneficial than creating business plans or adopting the latest leadership trends that will quickly be forgotten and will become obsolete by changes in the marketplace (Waagen, 2002). Leadership Practices That Support Innovation in Organizations Managing Change Developing and facilitating strategies for managing organizational change effectively are skills that high performing leaders are able to utilize in order to be successful. High performing leaders see change as opportunities and are able to adapt and lead others through the change. Change for them is not a challenge or a setback but opportunities to adapt to changes occurring around them and to help other overcome their resistance and fears to the changes. According to (Leslie, 2009 pg.12), “being able to adapt to changes facing...
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...Susan Walsh Sanderson Lally School of Management Rensselaer Polytechnic Institute Troy, New York 12180 Phone: 518-276-2933 Fax: 518-276-8661 Email:sandes@rpi.edu May, 2008 CURRENT POSITION ASSOCIATE PROFESSOR (with tenure). School of Management Rensselaer Polytechnic Institute, Affiliate of Sloan Foundation Industry Studies Centers Major Interests: • Innovation Management • Product Design, Marketing and Brand Management • Innovative Teaching Approaches (Multimedia Enhanced on campus and Distance Learning) AWARDS 1995 Boeing Outstanding Educator Award Hesburg Award Team (for Educational Innovation) In 1995, I was a co-recipient of the Boeing Outstanding Educator Award and a member of the team receiving the Hesburg Award for Educational Innovation TEACHING Teaching Role. My recent teaching has been in Rensselaer’s resident MBA program (both full and parttime), Professional and Distance Education Program and undergraduate programs. My research and teaching have made important contributions to efforts to build the marketing and management and technology curricula in the School of Management at Rensselaer and at other universities who have adopted our teaching materials. As a pioneer in interactive leaning material on product development and manufacturing, I have developed several interactive multimedia cases and collaborated on the development of simulations designed to teach marketing principles and bridge management and engineering disciplines. The simulations teach marketing...
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