Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Management Fundamentals
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy Adapted by: Lynda Anstett & Lorie Guest Published by: John Wiley & Sons Canada, Ltd.
innovation?
What is the nature of organizational change?
managed?
What is organization development?
environment?
Management Fundamentals: Chapter 18 2
Study Question 1: What are the challenges of strategic leadership and innovation?
Strategic leadership creates the capacity for
competencies. Developing the organizations human capital. Sustaining an effective organizational culture. Emphasizing and displaying ethical practices. Establishing balanced organizational controls.
Management Fundamentals: Chapter 18 3
Study Question 1: What are the challenges of strategic leadership and innovation?
Sustainable competitive advantage relies on
Study Question 1: What are the challenges of strategic leadership and innovation?
Two forms of innovation: Process.
Results in better ways of doing things.
Product.
Results in the creation of new or improved goods and services.
Application.
Act of use. Implementation of new ideas.
Management Fundamentals: Chapter 18 5
Study Question 1: What are the challenges of strategic leadership and innovation?
Leadership responsibilities for the
innovation process:
Imagining.
Designing.
Experimenting. Assessing. Scaling.
Management Fundamentals: Chapter 18 6
Study Question 1: What are the challenges of strategic leadership and innovation?
Four steps of the product innovation
process:
Idea creation. Initial experimentation. Feasibility determination. Final application.
Management Fundamentals: Chapter 18 7
Study Question 1: What are the challenges of strategic leadership and innovation?
In highly innovative organizations
Corporate strategy and culture should:
Emphasize an entrepreneurial spirit. Expect innovation.
Accept failure.
Be willing to take risks.
Study Question 1: What are the challenges of strategic leadership and innovation?
In highly innovative organizations Top management should:
Understand the innovation process. Be tolerant of criticism and differences of opinion. Take all possible steps to keep goals clear. Maintain the pressure to succeed. Break down barriers to innovation. Idea generators. Information gatekeepers. Product champions. Project managers. Innovation leaders.
Management Fundamentals: Chapter 18 10
12
Bottom-up:
Builds capability for sustainable change.
Builds capability for organizational learning.
Management Fundamentals: Chapter 18 15
Planned change
Aligning the organization with anticipated future challenges. Activated by proactive leaders who are sensitive to performance gaps. Transformational change major and comprehensive redirection. Incremental change adjusting existing systems and practices.
Management Fundamentals: Chapter 18 16
Changing
The phase in which something new takes place in the system, and change is actually implemented.
Refreezing
The phase of stabilizing the change and creating the conditions for its long-term continuity.
Management Fundamentals: Chapter 18 20
21
25
change:
Education and communication Participation and involvement Facilitation and support Facilitation and agreement Manipulation and co-optation Explicit and implicit coercion
Management Fundamentals: Chapter 18 27
comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long-range effort to improve organizational effectiveness.
Management Fundamentals: Chapter 18 28
31
34
Process consultation
Inter-group team building
36
Confrontation meeting
Structural redesign
Stressors
Things that cause stress Originate in work, personal, and nonwork situations.
Have the potential to influence work attitudes, behavior, job performance, and health.
Management Fundamentals: Chapter 18 38
Includes:
Excessively high or low task demands. Role conflicts or ambiguities. Poor interpersonal relationships. Too slow or too fast career progress.
Includes:
Family events.
Economics.
Personal affairs.
Destructive stress.
Acts as a negative influence. Breaks down a persons physical and mental systems. Can lead to job burnout and/or workplace rage.
Management Fundamentals: Chapter 18 42
43
COPYRIGHT
Copyright 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.