The document is a PowerPoint presentation on chapter 10 of the textbook "Management" regarding innovation and organizational change. It covers how organizations accomplish innovation through strategic leadership, creativity, innovation processes, and organizational structures that support innovation. It also addresses the nature of organizational change as planned or unplanned, and how planned change can be managed through phases of unfreezing, changing, and refreezing.
This PowerPoint presentation summarizes key points from Chapter 18 of a management textbook. It addresses the challenges of strategic leadership and innovation, the nature of organizational change, how to manage planned organizational change, what organization development is, and how to manage stress in a change environment. The presentation contains definitions, descriptions, figures and study questions to accompany the chapter.
The document summarizes key points from a chapter in a management textbook about strategic planning. It discusses the foundations of strategic competitiveness, including concepts like competitive advantage and strategies. It also summarizes the strategic management process, types of strategies used by organizations, how strategies are formulated, and current issues in strategy implementation. The document uses examples, figures, and study questions to highlight and explain these various aspects of strategic planning.
Organizing is arranging resources to accomplish goals. Major organization structures include functional, divisional, matrix, team, network, and boundaryless. Functional structures group similar tasks but can create silos. Divisional structures avoid this by focusing on products, customers, regions, or processes but can duplicate efforts. Matrix combines functional and divisional benefits. New structures emphasize horizontal and team-based approaches, outsourcing non-core functions through network structures, and permeable internal and external boundaries in boundaryless organizations.
This document provides an overview of strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It also discusses key concepts in strategic management like vision and mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, policies, and competitive advantage. The document outlines benefits of strategic management such as improved financial performance, identification of opportunities, and effective allocation of resources.
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementDonny Sitompul
This chapter discusses key concepts in strategic management including strategy, strategic management, and different perspectives on strategy formulation. Strategy aims to achieve competitive advantage by meeting customer needs better than rivals. Strategic management involves analyzing, formulating, and implementing strategy. There are two main perspectives on strategy - the design school which views strategy as planned and deliberate, and the learning school which sees strategy as more emergent and adaptive.
Strategic entrepreneurship involves taking entrepreneurial actions from a strategic perspective to create new opportunities and competitive advantages. There are two main types of innovation - incremental innovations that build on existing knowledge, and radical innovations that create new knowledge. Internal corporate venturing involves two central processes - autonomous strategic behavior driven by product champions pursuing new ideas, and induced strategic behavior driven by a firm's strategy and structure.
This document discusses vision and mission statements. It defines a vision statement as answering what an organization wants to become, while a mission statement answers what an organization's business is. The document provides examples of vision and mission statements from companies and organizations. It describes the importance of vision and mission statements in providing focus and uniting employees. Characteristics of effective statements are also outlined, including being concise, broad, and reflecting social responsibilities.
This PowerPoint presentation summarizes key points from Chapter 18 of a management textbook. It addresses the challenges of strategic leadership and innovation, the nature of organizational change, how to manage planned organizational change, what organization development is, and how to manage stress in a change environment. The presentation contains definitions, descriptions, figures and study questions to accompany the chapter.
The document summarizes key points from a chapter in a management textbook about strategic planning. It discusses the foundations of strategic competitiveness, including concepts like competitive advantage and strategies. It also summarizes the strategic management process, types of strategies used by organizations, how strategies are formulated, and current issues in strategy implementation. The document uses examples, figures, and study questions to highlight and explain these various aspects of strategic planning.
Organizing is arranging resources to accomplish goals. Major organization structures include functional, divisional, matrix, team, network, and boundaryless. Functional structures group similar tasks but can create silos. Divisional structures avoid this by focusing on products, customers, regions, or processes but can duplicate efforts. Matrix combines functional and divisional benefits. New structures emphasize horizontal and team-based approaches, outsourcing non-core functions through network structures, and permeable internal and external boundaries in boundaryless organizations.
This document provides an overview of strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It also discusses key concepts in strategic management like vision and mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, policies, and competitive advantage. The document outlines benefits of strategic management such as improved financial performance, identification of opportunities, and effective allocation of resources.
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementDonny Sitompul
This chapter discusses key concepts in strategic management including strategy, strategic management, and different perspectives on strategy formulation. Strategy aims to achieve competitive advantage by meeting customer needs better than rivals. Strategic management involves analyzing, formulating, and implementing strategy. There are two main perspectives on strategy - the design school which views strategy as planned and deliberate, and the learning school which sees strategy as more emergent and adaptive.
Strategic entrepreneurship involves taking entrepreneurial actions from a strategic perspective to create new opportunities and competitive advantages. There are two main types of innovation - incremental innovations that build on existing knowledge, and radical innovations that create new knowledge. Internal corporate venturing involves two central processes - autonomous strategic behavior driven by product champions pursuing new ideas, and induced strategic behavior driven by a firm's strategy and structure.
This document discusses vision and mission statements. It defines a vision statement as answering what an organization wants to become, while a mission statement answers what an organization's business is. The document provides examples of vision and mission statements from companies and organizations. It describes the importance of vision and mission statements in providing focus and uniting employees. Characteristics of effective statements are also outlined, including being concise, broad, and reflecting social responsibilities.
Strategic management is often called a "capstone course" because it requires students to use knowledge from prior courses to chart organizations' futures. Performing an external audit generally requires the most time in strategy formulation, as it involves identifying competitors' strengths and weaknesses. Strategy implementation is often the most difficult stage because it requires commitment from all employees. It is important to integrate both intuition and analysis in strategic management, as neither alone is sufficient for good strategic decisions. Vision and mission statements greatly facilitate reaching agreement on strategies, objectives, and policies.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
Strategic management involves ongoing formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives in light of internal and external environments. Key terms in strategic management include strategists who are responsible for organizational success or failure, mission statements that identify an organization's scope and values, and external opportunities and threats from trends outside an organization's control. Environmental scanning involves researching external information on opportunities and threats as well as analyzing internal strengths and weaknesses.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
This document discusses strategic management concepts including strategy, competitive advantage, core competence, synergy, value creation, and emergent strategies. It provides examples of each concept from companies like Toyota, Reliance Industries, and Honda. The key points are:
- Strategy involves how a company distinguishes itself and competes in its industry to gain advantage.
- Core competence refers to an activity a company excels in compared to competitors, like Toyota's focus on efficiency and quality.
- Synergy occurs when different business units work together to create value, as seen in integrated oil and gas companies.
- Value creation involves understanding customers and developing offerings that deliver the most benefit. Emergent strategies can arise from un
Quiz 5QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
The document provides answers to 15 questions about mission statements and vision statements. It discusses where to find a company's mission statement, how to develop mission and vision statements if they do not already exist, how developing a mission statement can help resolve divergent views among managers, why mission statements should be reexamined when a company is successful, characteristics of good mission statements, and benefits of having clear mission and vision statements.
The document discusses mergers and acquisitions (M&As) and related human resource management (HRM) issues. It defines different types of M&As and reasons for companies merging. Major HRM challenges in M&As include communication, training, employee retention, cultural clashes, and resistance to change. Culture differences between merging companies can significantly impact integration efforts if not properly managed. The document provides best practices for strategic planning, due diligence, negotiations and post-acquisition integration to help realize the intended benefits of M&As.
Quiz 1QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
This document summarizes a presentation on "The End of Competitive Advantage" by Dr. Steyn Heckroodt. The presentation discusses how traditional notions of sustainable competitive advantage are outdated in today's rapidly changing business environment. Instead, advantages are increasingly transient and companies must embrace continuous reconfiguration, healthy disengagement from fading advantages, and building an innovation proficiency. The leadership mindset needed is also shifting from predicting the future to discovery and seizing new opportunities. Overall, the presentation argues that companies must adapt their strategies and operations to focus on temporary advantages rather than permanence in a world of constant disruption and change.
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This chapter discusses strategic management and planning. It defines strategic management as making cross-functional decisions to achieve organizational objectives. The strategic management process involves formulation, implementation, and evaluation of strategies. Key terms are introduced, like vision, mission, strengths/weaknesses, opportunities/threats. The benefits of strategic management include improved performance, communication, and decision-making. Pitfalls can occur if not properly implemented.
the Summary of The End of Competitive AdvantageUswatun Hasanah
This document provides an overview of Rita McGrath's expertise and the types of talks she gives on strategy, innovation, complexity/uncertainty, and organizational leadership/change. Some of her most popular talks discuss the end of sustainable competitive advantage and the need for a new dynamic strategy playbook, lessons from companies that achieved consistent growth, and frameworks for effectively disengaging from declining businesses to free up resources. The document lists recent client engagements and publications and provides a detailed table of contents for her various speech topics.
Management of culture in mergers and acqusitionBolaji Okusaga
Public Relations is a great tool for the Management of soft-issues in Mergers and Acquisition. Oftentimes, managers bother only about the hard-issues but value-attrition mostly occur when the soft-issues are not properly addressed.
Is your company or firm at risk in the transient advantage economy? Take this brief test and see how you score. Get your senior team to take it and see if there is agreement or differences. Then see where your score is on page 2 and begin to think about how you can manage in a world of transient advantages.
Want to know how to deal with transient advantages and avoid disruption? See http://www.blionline.org/rita for more information
Rita will be coming to Maryland on January 30th at the BWI Hilton Hotel and via webcast. She will be returning from the World Economic Forum in Davos, Switzerland ready to share her latest insights. This program is produced by the Maryland Association of CPAs and the Business Learning Institute.
Event details here:
Date: January 30,, 2014
Location: BWI Airport Hilton Hotel, 1739 West Nursery Rd., Linthicum Heights, MD 21090
Time: 8am Registration & Book signing
9:00 am 11:00 am Rita McGrath Presents the End of Competitive Advantage
11:00 am 12:00 noon Reverse panel of C-level Executives moderated by Joann Sullivan, Editor of Baltimore Business Journal. The C-level panel will help bring Rita’s concepts home as BBJ editor, Joanna Sullivan moderates the panel with Carol Calandra, CFO of E&Y Global, Lisa Cines, Office Managing Partner of Dixon Hughes Goodman LLP, and a CEO of a Maryland-based company. Followed by a working session for you to develop your next steps and "competitive edge" playbook for 2014.
12:00 noon 12:30 pm Creating your 2014 Competitive Edge Playbook
CPE: 4 hours
Cost: $195
Preparation: None
Program Level: Intermediate
Objectives: Understanding of the latest developments in strategy and competitive advantage
About the speaker:
Rita McGrath was just named the sixth most influential business thinker in the world by Thinkers50. FastCompany Magazine named her “one of the top 25 smartest women to follow on twitter.” She is Associate Professor of Management at Columbia Business School and has been featured in Harvard Business Review several times. She will be talking about her latest book, The End of Competitive Advantage – How to Keep Your Strategy Moving as Fast as Your Business.
Rita will address:
- How competitive advantage is changing in today¹s hyper-competitive environment
- The warning signs that you are at risk for being disrupted
- A test to determine how well your organization is positioned to take advantage of transient advantages
- The six components of the new strategy playbook
- How to think about resource allocation, budgeting and discovery-driven growth
This document discusses key concepts in decision making, organizing, and strategies within management. It outlines the decision making process as identifying problems, analyzing alternatives, choosing the best solution, and implementing and verifying decisions. It also describes types of policies, principles for formulating policies, and defines strategies as decisions aimed at achieving organizational goals. Finally, it lists the elements of organizing as determining activities, grouping activities into jobs and departments, assigning jobs, and linking positions in a network of authority and responsibility.
Term Report on Human Resource Aspect of Mergers & Acquisition - Karim ViraniKarim Virani
The document reports on the human resource aspects of mergers and acquisitions. It proposes a three-stage model for mergers and acquisitions that identifies key human resource issues and activities at each stage. The stages are pre-combination, combination/integration of the companies, and solidification of the new entity. Key human resource issues include retaining talent, communication, integrating cultures, and managing duplicate roles. Addressing these issues is important for the success of mergers and acquisitions.
Strategic management-multiple-choice-questions SIDDANNA M BALAPGOLSiddanna Balapgol
Nokia's vision is to empower everyone to share and make the most of their lives by offering irresistible personal experiences through ubiquitous connectivity. Their mission is connecting people by delivering a wide range of mobile devices and services. Nokia has organizational structures like Mobile Solutions and Mobile Phones to develop smartphones and affordable phones. They also have joint ventures like Nokia Siemens Networks to provide infrastructure to operators. Nokia's strategic formulation includes their vision to become the leading mobile solutions provider and empower people through technology that becomes invisible and intuitive.
Strategic Alliances A Practitioners ApproachManuel Iraola
The document discusses strategic alliances and provides a framework for negotiating, developing, and managing strategic alliances. The framework consists of five phases: 1) identify and select partner, 2) structure and negotiate deal, 3) plan implementation, 4) execute, and 5) strategic planning. Key aspects of each phase are discussed such as cultural and strategic compatibility in partner selection, defining alliance scope and objectives in negotiations, and protecting majority and minority rights in the legal agreement.
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
Organizational Change by Magdalena Neumann, Alina Sachapow, Lucia SoskovaAlina_90
The document discusses organizational change and two prominent models for managing change: Lewin's three-step model of unfreezing, changing, and refreezing, as well as Kotter's eight-step process for leading change. It also presents a case study of how Kotter's eight steps were applied to improve safety standards at a railroad company.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
Strategic management is often called a "capstone course" because it requires students to use knowledge from prior courses to chart organizations' futures. Performing an external audit generally requires the most time in strategy formulation, as it involves identifying competitors' strengths and weaknesses. Strategy implementation is often the most difficult stage because it requires commitment from all employees. It is important to integrate both intuition and analysis in strategic management, as neither alone is sufficient for good strategic decisions. Vision and mission statements greatly facilitate reaching agreement on strategies, objectives, and policies.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
Strategic management involves ongoing formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives in light of internal and external environments. Key terms in strategic management include strategists who are responsible for organizational success or failure, mission statements that identify an organization's scope and values, and external opportunities and threats from trends outside an organization's control. Environmental scanning involves researching external information on opportunities and threats as well as analyzing internal strengths and weaknesses.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
This document discusses strategic management concepts including strategy, competitive advantage, core competence, synergy, value creation, and emergent strategies. It provides examples of each concept from companies like Toyota, Reliance Industries, and Honda. The key points are:
- Strategy involves how a company distinguishes itself and competes in its industry to gain advantage.
- Core competence refers to an activity a company excels in compared to competitors, like Toyota's focus on efficiency and quality.
- Synergy occurs when different business units work together to create value, as seen in integrated oil and gas companies.
- Value creation involves understanding customers and developing offerings that deliver the most benefit. Emergent strategies can arise from un
Quiz 5QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
The document provides answers to 15 questions about mission statements and vision statements. It discusses where to find a company's mission statement, how to develop mission and vision statements if they do not already exist, how developing a mission statement can help resolve divergent views among managers, why mission statements should be reexamined when a company is successful, characteristics of good mission statements, and benefits of having clear mission and vision statements.
The document discusses mergers and acquisitions (M&As) and related human resource management (HRM) issues. It defines different types of M&As and reasons for companies merging. Major HRM challenges in M&As include communication, training, employee retention, cultural clashes, and resistance to change. Culture differences between merging companies can significantly impact integration efforts if not properly managed. The document provides best practices for strategic planning, due diligence, negotiations and post-acquisition integration to help realize the intended benefits of M&As.
Quiz 1QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
This document summarizes a presentation on "The End of Competitive Advantage" by Dr. Steyn Heckroodt. The presentation discusses how traditional notions of sustainable competitive advantage are outdated in today's rapidly changing business environment. Instead, advantages are increasingly transient and companies must embrace continuous reconfiguration, healthy disengagement from fading advantages, and building an innovation proficiency. The leadership mindset needed is also shifting from predicting the future to discovery and seizing new opportunities. Overall, the presentation argues that companies must adapt their strategies and operations to focus on temporary advantages rather than permanence in a world of constant disruption and change.
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This chapter discusses strategic management and planning. It defines strategic management as making cross-functional decisions to achieve organizational objectives. The strategic management process involves formulation, implementation, and evaluation of strategies. Key terms are introduced, like vision, mission, strengths/weaknesses, opportunities/threats. The benefits of strategic management include improved performance, communication, and decision-making. Pitfalls can occur if not properly implemented.
the Summary of The End of Competitive AdvantageUswatun Hasanah
This document provides an overview of Rita McGrath's expertise and the types of talks she gives on strategy, innovation, complexity/uncertainty, and organizational leadership/change. Some of her most popular talks discuss the end of sustainable competitive advantage and the need for a new dynamic strategy playbook, lessons from companies that achieved consistent growth, and frameworks for effectively disengaging from declining businesses to free up resources. The document lists recent client engagements and publications and provides a detailed table of contents for her various speech topics.
Management of culture in mergers and acqusitionBolaji Okusaga
Public Relations is a great tool for the Management of soft-issues in Mergers and Acquisition. Oftentimes, managers bother only about the hard-issues but value-attrition mostly occur when the soft-issues are not properly addressed.
Is your company or firm at risk in the transient advantage economy? Take this brief test and see how you score. Get your senior team to take it and see if there is agreement or differences. Then see where your score is on page 2 and begin to think about how you can manage in a world of transient advantages.
Want to know how to deal with transient advantages and avoid disruption? See http://www.blionline.org/rita for more information
Rita will be coming to Maryland on January 30th at the BWI Hilton Hotel and via webcast. She will be returning from the World Economic Forum in Davos, Switzerland ready to share her latest insights. This program is produced by the Maryland Association of CPAs and the Business Learning Institute.
Event details here:
Date: January 30,, 2014
Location: BWI Airport Hilton Hotel, 1739 West Nursery Rd., Linthicum Heights, MD 21090
Time: 8am Registration & Book signing
9:00 am 11:00 am Rita McGrath Presents the End of Competitive Advantage
11:00 am 12:00 noon Reverse panel of C-level Executives moderated by Joann Sullivan, Editor of Baltimore Business Journal. The C-level panel will help bring Rita’s concepts home as BBJ editor, Joanna Sullivan moderates the panel with Carol Calandra, CFO of E&Y Global, Lisa Cines, Office Managing Partner of Dixon Hughes Goodman LLP, and a CEO of a Maryland-based company. Followed by a working session for you to develop your next steps and "competitive edge" playbook for 2014.
12:00 noon 12:30 pm Creating your 2014 Competitive Edge Playbook
CPE: 4 hours
Cost: $195
Preparation: None
Program Level: Intermediate
Objectives: Understanding of the latest developments in strategy and competitive advantage
About the speaker:
Rita McGrath was just named the sixth most influential business thinker in the world by Thinkers50. FastCompany Magazine named her “one of the top 25 smartest women to follow on twitter.” She is Associate Professor of Management at Columbia Business School and has been featured in Harvard Business Review several times. She will be talking about her latest book, The End of Competitive Advantage – How to Keep Your Strategy Moving as Fast as Your Business.
Rita will address:
- How competitive advantage is changing in today¹s hyper-competitive environment
- The warning signs that you are at risk for being disrupted
- A test to determine how well your organization is positioned to take advantage of transient advantages
- The six components of the new strategy playbook
- How to think about resource allocation, budgeting and discovery-driven growth
This document discusses key concepts in decision making, organizing, and strategies within management. It outlines the decision making process as identifying problems, analyzing alternatives, choosing the best solution, and implementing and verifying decisions. It also describes types of policies, principles for formulating policies, and defines strategies as decisions aimed at achieving organizational goals. Finally, it lists the elements of organizing as determining activities, grouping activities into jobs and departments, assigning jobs, and linking positions in a network of authority and responsibility.
Term Report on Human Resource Aspect of Mergers & Acquisition - Karim ViraniKarim Virani
The document reports on the human resource aspects of mergers and acquisitions. It proposes a three-stage model for mergers and acquisitions that identifies key human resource issues and activities at each stage. The stages are pre-combination, combination/integration of the companies, and solidification of the new entity. Key human resource issues include retaining talent, communication, integrating cultures, and managing duplicate roles. Addressing these issues is important for the success of mergers and acquisitions.
Strategic management-multiple-choice-questions SIDDANNA M BALAPGOLSiddanna Balapgol
Nokia's vision is to empower everyone to share and make the most of their lives by offering irresistible personal experiences through ubiquitous connectivity. Their mission is connecting people by delivering a wide range of mobile devices and services. Nokia has organizational structures like Mobile Solutions and Mobile Phones to develop smartphones and affordable phones. They also have joint ventures like Nokia Siemens Networks to provide infrastructure to operators. Nokia's strategic formulation includes their vision to become the leading mobile solutions provider and empower people through technology that becomes invisible and intuitive.
Strategic Alliances A Practitioners ApproachManuel Iraola
The document discusses strategic alliances and provides a framework for negotiating, developing, and managing strategic alliances. The framework consists of five phases: 1) identify and select partner, 2) structure and negotiate deal, 3) plan implementation, 4) execute, and 5) strategic planning. Key aspects of each phase are discussed such as cultural and strategic compatibility in partner selection, defining alliance scope and objectives in negotiations, and protecting majority and minority rights in the legal agreement.
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
Organizational Change by Magdalena Neumann, Alina Sachapow, Lucia SoskovaAlina_90
The document discusses organizational change and two prominent models for managing change: Lewin's three-step model of unfreezing, changing, and refreezing, as well as Kotter's eight-step process for leading change. It also presents a case study of how Kotter's eight steps were applied to improve safety standards at a railroad company.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The document discusses the concepts of Enterprise 2.0 and Web 2.0. It provides definitions of Enterprise 2.0 from various experts that focus on adopting social media and participative technologies in organizations. The document then reviews principles and lessons from prior management philosophies like Scientific Management, the work of Deming, Drucker, Senge and Toyota. It proposes a new perspective on Enterprise 2.0 as a learning organization focused on knowledge work and workers.
The document discusses several forces driving change in organizations, including technology, economic conditions, social trends, and politics. It also covers different types of planned and unplanned change, as well as strategies for managing resistance to change such as communication, participation, and negotiation. Finally, it discusses approaches to organizational development like action research, appreciative inquiry, and creating a learning organization.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
Organizational change management aims to successfully implement significant changes through understanding, preparation, execution and taking full advantage of the changes. Lewin's force field analysis model states that change occurs through a three step process of unfreezing old ways of thinking, changing to new ways of thinking and behaviors, and refreezing the changes into place. The document also discusses various strategies for minimizing resistance to change such as communication, learning, employee involvement, stress management, and negotiation.
Chapter 1Organization Development and Reinventing the Or.docxwalterl4
Chapter 1
Organization Development and Reinventing the Organization
Learning ObjectivesDefine OD and recognize need for change.Describe culture and understand its impact.Understand the psychological contract.Describe five stages of OD.
Challenges for OrganizationsChange avalanching down on us.Tomorrow’s world different from today’s.Organizations need to adapt to change.Organizations in continuous interaction with external forces.
Figure 1.1
The Organizational Environment
What Is OD?Long-range efforts and programs.Aimed at improving organization’s ability to survive.OD changes problem-solving and renewal processes.
OD Is:Planned.Organization wide.Managed from top.Increases organization effectiveness.Planned interventions.Uses behavioral science knowledge.
The Characteristics of OD Planned change.Collaborative approach.Improve performance.Humanistic values.Systems approach.Scientific approaches.
Table 1.1
Major Characteristics of the Field of OD
Why OD?
Most cited reasons for beginning change program:The level of competition.Survival.Improved performance.
Primary Goals of
Change ProgramsChange the corporate culture.Become more adaptive.Increase competitiveness.
Factors Leading to
Emergence of ODNeed for new organizational forms.Focus on cultural change.Increase in social awareness.
The Only Constant Is ChangeChange is a moving target. Today's managers need new mind-set. Flexibility.Speed.Innovation.Constantly changing conditions.
Successful Firms
Share These TraitsFaster.Quality conscious.Employee involvement.Customer oriented.Smaller.
Figure 1.2
Changing Organization of Twenty-First Century
Evolution of ODEvolved since the late 1940s.NTL Laboratory-Training methods.Survey research and feedback.
Who Does OD? (part 1 of 3)OD practitioners consist of:Specialists.Those applying OD in daily work.
Who Does OD? (part 2 of 3)OD specialists are: Internal practitioners – from within the organization.External practitioners – from outside the organization.Managers apply OD principles and concepts.
Who Does OD? (part 3 of 3)
Activities include:Team leaders developing teams.Building learning organizations.Implementing total quality management.Creating boundaryless organizations.
Organization CultureLanguage.Dress.Patterns of behavior.Value system.Feelings.Attitudes.Interactions.Group norms.
A system of shared meanings including::
NormsOrganized and shared ideas.What members should do and feel.How behavior is regulated.
Types of NormsPivotal norms.Essential to accomplishing organization’s objectives.Peripheral norms.Support and contribute to pivotal norms.Not essential to organization’s objectives.
Socialization ProcessProcess that adapts employees to culture.New employees become aware of norms.Employees encounter culture.Individuals understand power, status, rewards, sanctions.
Figure 1.4
The Socialization Process
Adjustment to Cultural NormsRebellion.Rejection of all values an.
This document discusses managing organizational change through strategic planning and organizational development. It begins by outlining the prevalence of change in modern organizations and defines organizational change. It then discusses the targets, magnitude, and forces of change. Strategic planning is presented as a way to implement deliberate change through clarifying goals and plans. Resistance to change is also examined at individual and organizational levels. Finally, the document outlines several organizational development interventions to implement planned change, such as management by objectives, survey feedback, appreciative inquiry, and quality of work life programs.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
This document discusses ten tools for organizational and individual effectiveness. It focuses on one of the tools, the seven influence strategies, which are methods that can be used to get people to think and behave differently during times of change. The seven strategies are persuasive communication, participation and involvement, expectancy, role modeling, structural rearrangement, extrinsic reward, and coercion. The document discusses when each strategy may be most effective and cautions that successful change initiatives often involve assessing the complex realities within an organization and using influence strategies appropriately based on that assessment.
Nokia has continually adapted to changes in its environment over 150 years, originally starting as a pulp and paper mill and transitioning to rubber, cable wiring, and computer monitors before becoming a world leader in cellular telephones in the 1980s. Forces for organizational change include technology, economic conditions, competition, social and demographic trends, and politics. Planned change aims to improve an organization's ability to adapt and change individual and group behaviors, and is managed through change agents. Resistance to change can take overt or implicit forms and is addressed through communication, participation, support, and other tactics.
This document provides an overview of organizational behavior and change management concepts. It begins with learning objectives that cover forces for change, resistance to change, Lewin's change model, organizational development, stress management, and creating a learning organization. It then defines key terms and concepts, provides examples, and outlines models and approaches for managing change, including Lewin's three-step model, Kotter's eight steps, action research, and appreciative inquiry. The document also addresses contemporary issues like technology, innovation, and culture related to change management.
Organizational Change And Change ManagementCrystal Torres
The document discusses organizational change at Smith & Falmouth (S&F), a mid-sized company. S&F expanded into online sales by creating an independent business unit, S&F Online. As S&F Online grows successfully, it needs to determine the best organizational structure to support its business strategy and build scale. Managing organizational structure changes effectively is important for S&F Online's continued growth and integration with the larger S&F company. The document examines approaches for S&F Online to manage its organizational structure change.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
This document summarizes a chapter about managing innovation as a core business process. It discusses how the innovation process can be modeled and managed. Variations in innovation like between industries and organization sizes are explored. Successful management of innovation over time allows organizations to develop routines around innovation. Measuring innovation success depends on consistent contribution to growth rather than inventions alone.
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...saechine
Organizational development and change (ODC) is important for the hospitality industry to keep up with changes, drive innovation, and address problems. There are two main models of ODC - Lewin's three step model of unfreezing, moving, and refreezing, and Kotter's eight step model which includes increasing urgency, building guiding teams, communicating vision, and making change stick. Effective ODC results in institutional transformation, innovation, efficiency gains, and motivated workers.
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
Change leadership
1. PowerPoint Presentation
to Accompany
Management, 10/e
John R. Schermerhorn, Jr.
Chapter 10:
Innovation and Organizational Change
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
2. Planning Ahead — Chapter 10 Study Questions
How do organizations accomplish
innovation?
What is the nature of organizational
change?
How can planned organizational
change be managed?
What is organization development?
Management 10/e - Chapter 2
10
3. Study Question 1: How do organizations accomplish
innovation?
Strategic leadership creates the
capacity for ongoing strategic
change.
Components of strategic leadership:
Anticipate, envision, maintain flexibility.
Think strategically.
Work with others to initiate change.
Build learning organizations as change leaders.
Develop the ability to innovate successfully as
a core competency.
Management 10/e - Chapter 3
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4. Study Question 1: How do organizations accomplish
innovation?
Sustainable competitive advantage
relies on creativity and innovation.
Creativity is the generation of a novel
idea or unique approach to solving
problems or crafting opportunities.
Innovation is the process of creating
new ideas and putting them into
practice.
Management 10/e - Chapter 4
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5. Study Question 1: How do organizations accomplish
innovation?
Three forms of innovation:
Process.
Results in better ways of doing things.
Product.
Results in the creation of new or improved goods and
services.
Business model innovation
Results in new ways of making money.
Innovations require invention and
application.
Invention.
Act of discovery.
Development of new ideas.
Application.
Act of use.
Implementation of new ideas.
Management 10/e - Chapter 5
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6. Study Question 1: How do organizations accomplish
innovation?
Green innovation
The process of turning ideas into innovations
that reduce the carbon footprint of an
organization or its products.
Social Entrepreneurship
• Pursues creative and innovative ways to
solve pressing social problems.
Management 10/e - Chapter 6
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7. Study Question 1: How do organizations accomplish
innovation?
Leadership responsibilities for the
innovation process:
Imagining.
Designing.
Experimenting.
Assessing.
Scaling.
Commercializing innovation
Process of turning new ideas into products or
processes that increase profits through sales or
cost reductions.
Management 10/e - Chapter 7
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8. Study Question 1: How do organizations accomplish
innovation?
Four steps of the product innovation
process:
Idea creation.
Initial experimentation.
Feasibility determination.
Final application.
Management 10/e - Chapter 8
10
9. Figure 10.1 Process of commercializing innovation in
organizations: the case of new product development.
Management 10/e - Chapter 9
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10. Study Question 1: How do organizations accomplish
innovation?
In highly innovative organizations …
Corporate strategy and culture should:
Emphasize an entrepreneurial spirit.
Expect innovation.
Accept failure.
Be willing to take risks.
Organization structure should:
Be organic.
Have lateral communications.
Use cross-functional teams and task forces.
Management 10/e - Chapter 10
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11. Study Question 1: How do organizations accomplish
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.
Staffing should fulfill five critical
innovation roles:
Idea generators.
Information gatekeepers.
Product champions.
Project managers.
Innovation leaders.
Management 10/e - Chapter 11
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12. Study Question 2: What is the nature of
organizational change?
Change leader.
A change agent who takes leadership
responsibility for changing the existing
pattern of behavior of another person
or social system.
Change leadership.
Forward-looking.
Proactive.
Embraces new ideas.
Management 10/e - Chapter 12
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13. Figure 10.2 Change leaders versus status quo
managers.
Management 10/e - Chapter 13
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14. Study Question 2: What is the nature of
organizational change?
Top-down change.
Strategic and comprehensive change
that is initiated with the goals of
comprehensive impact on the
organization and its performance
capabilities.
Driven by the organization’s top
leadership.
Success depends on support of middle-
level and lower-level workers.
Management 10/e - Chapter 14
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15. Study Question 2: What is the nature of
organizational change?
Bottom-up change.
The initiatives for change come from
any and all parts of the organization,
not just top management.
Crucial for organizational innovation.
Made possible by:
Employee empowerment.
Employee involvement.
Employee participation.
Management 10/e - Chapter 15
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16. Study Question 2: What is the nature of
organizational change?
Integrated change leadership.
Successful and enduring change combines
advantages of top-down and bottom-up
approaches.
Top-down:
Breaks up traditional patterns.
Implements difficult economic adjustments.
Bottom-up:
Builds capability for sustainable change.
Builds capability for organizational learning.
Management 10/e - Chapter 16
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17. Study Question 2: What is the nature of
organizational change?
Transformational and incremental
change.
Unplanned change.
Response to unanticipated events.
Good leaders act on opportunities for reactive
change.
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 10/e - Chapter 17
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18. Study Question 2: What is the nature of
organizational change?
How to lead transformational change:
Establish a sense of urgency for change.
Form a powerful coalition to lead the change.
Create and communicate a change vision.
Empower others to move change forward.
Celebrate short-term “wins” and recognize
those who help.
Build on success; align people and systems
with new ways.
Stay with it; keep the message consistent;
champion the vision.
Management 10/e - Chapter 18
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19. Study Question 2: What is the nature of
organizational change?
External forces for change:
Globalization.
Market competition.
Local economic conditions.
Government laws and regulations.
Technological developments.
Market trends.
Social forces and values.
Internal forces for change:
Arise when change in one part of the system
creates the need for change in another part of the
system.
May be in response to one or more external forces.
Management 10/e - Chapter 19
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20. Study Question 2: What is the nature of
organizational change?
Organizational targets for
change:
Tasks
People
Culture
Technology
Structure
Management 10/e - Chapter 20
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21. Study Question 3: How can planned organizational
change be managed?
Phases of planned change
Unfreezing
The phase in which a situation is prepared for
change and felt needs for change are developed.
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 10/e - Chapter 21
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22. Figure 10.3 Lewin’s three phases of planned
organizational change.
Management 10/e - Chapter 22
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23. Study Question 3: How can planned organizational
change be managed?
Force-coercion strategy of change.
Uses power bases of legitimacy, rewards and
punishments to induce change.
Relies on belief that people are motivated by self-
interest.
Direct forcing and political maneuvering.
Produces limited and temporary results.
Most useful in the unfreezing phase.
Management 10/e - Chapter 23
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24. Study Question 3: How can planned organizational
change be managed?
Rational persuasion strategy of change.
Bringing about change through persuasion
backed by special knowledge, empirical data,
and rational argument.
Relies on expert power.
Relies on belief that reason guides people’s
decisions and actions.
Useful in the unfreezing and refreezing phases.
Produces longer-lasting and internalized
change.
Management 10/e - Chapter 24
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25. Study Question 3: How can planned organizational
change be managed?
Shared power strategy of change.
Engages people in a collaborative process of
identifying values, assumptions, and goals
from which support for change will naturally
emerge.
Time consuming but likely to yield high
commitment.
Involves others in examining sociocultural
factors related to the issue at hand.
Relies on referent power and strong
interpersonal skills in team situations.
Relies on belief that people respond to
sociocultural norms and expectations of others.
Management 10/e - Chapter 25
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26. Figure 10.4 Alternative change strategies and their
leadership implications.
Management 10/e - Chapter 26
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27. Study Question 3: How can planned organizational
change be managed?
Reasons for people resisting change:
Fear of the unknown
Disrupted habits
Loss of confidence
Loss of control
Poor timing
Work overload
Loss of face
Lack of purpose
Management 10/e - Chapter 27
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28. Study Question 3: How can planned organizational
change be managed?
Methods for dealing with resistance
to change:
Education and communication
Participation and involvement
Facilitation and support
Facilitation and agreement
Manipulation and co-optation
Explicit and implicit coercion
Management 10/e - Chapter 28
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29. Study Question 3: How can planned organizational
change be managed?
Checklist for dealing with resistance to
change:
Check the benefits – those involved see a
clear advantage
Check the compatibility – keep change
similar to existing values/processes
Check the simplicity – make it as easy as
possible to understand
Check the triability – allow people to
slowly try the change adjusting as
progression is made
Management 10/e - Chapter 29
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30. Study Question 4: What is organization
development?
Organization development (OD)
a 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 10/e - Chapter 30
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31. Study Question 4: What is organization
development?
Organization development goals:
Outcome goals focus on task accomplishments.
Process goals focus on the way people work
together.
OD seeks to develop the organization members’
capacity for self-renewal.
OD is committed to change through freedom of
choice, shared power, and self-reliance.
OD takes advantage of knowledge about human
behavior in organizations.
Management 10/e - Chapter 31
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32. Study Question 4: What is organization
development?
The organization development
process:
Establish a working relationship.
Diagnosis.
Intervention.
Evaluation.
Achieve a terminal relationship.
Management 10/e - Chapter 32
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33. Figure 10.5 Organization development and the
planned change process.
Management 10/e - Chapter 33
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34. Study Question 4: What is organization
development?
Action research
The process of systematically collecting
data on an organization, feeding it back
to the members for action planning,
and evaluating results by collecting
more data and repeating the process as
necessary.
Isinitiated when someone senses a
performance gap.
Management 10/e - Chapter 34
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35. Study Question 4: What is organization
development?
Steps in the action research
process:
Problem sensing.
Data gathering.
Data analysis and feedback.
Action planning.
Action implementation.
Evaluation and follow-up.
Management 10/e - Chapter 35
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36. Figure 10.6 Action research as a foundation of
organization development.
Management 10/e - Chapter 36
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37. Study Question 4: What is organization
development?
Individual OD interventions
Sensitivity training (T-groups)
Management training
Role negotiation
Job redesign
Career planning
Management 10/e - Chapter 37
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38. Study Question 4: What is organization
development?
Team OD interventions
Team building
Process consultation
Inter-group team building
Management 10/e - Chapter 38
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39. Study Question 4: What is organization
development?
Organization-wide OD interventions
Survey feedback
Confrontation meeting
Structural redesign
Management by objectives (MBO)
Management 10/e - Chapter 39
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