Unit One: (MBA 6113)
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This document provides an overview of key concepts in systems thinking and change management. It discusses how systems thinking views organizations as wholes made up of interacting parts that self-organize over time. The document also summarizes several models and tools for evaluating organizations, such as SWOT analysis, experience curve analysis, and product portfolio analysis. Finally, it contrasts the traditional industrial age approach of rigid structures and task orientation with the new economy's emphasis on knowledge, innovation, creativity and customization.
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The document outlines the core processes of innovation: searching internally and externally for new ideas, selecting the most promising ideas, implementing ideas by turning them into action, and capturing value by sustaining adoption and expanding knowledge. It also discusses challenges to innovation like lacking an innovation culture or strategy. Finally, it describes different generations of innovation models from standardized linear processes to integrated systems focused on continuous improvement.
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This document discusses different types and aspects of innovation including incremental vs radical innovation, sustaining vs disruptive innovation, innovation strategies, and the four dimensions of innovation space. It provides examples of how the MP3 file and technology disrupted the music industry and print publishing. Innovation can range from minor improvements to existing processes to completely new paradigm-shifting ideas that create new markets and business models.
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3:国家专业人才认证中心颁发入库证书
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Unit One: (MBA 6113)
- 1. MBA 6113 Change Management Unit 1 Organizations and Their Changing Environments
- 2. • Origins in Kantian thinking (Immanuel Kant)* • Organisms in nature can be considered “as if” they are systems • Systems are wholes comprised of parts that interact in self-generating, selforganizing ways • These interactions lead to emergent design • Systems are purposive moving in a developmental pattern (e.g. embryonic to maturity) • Causality is formative with regard to the developmental path (i.e. unfolding that which was already “enfolded” in the beginning) *Further reading: Strategic Management and Organisational Dynamics – Ralph D. Stacey
- 3. • Peter Senge – The Fifth Discipline: The Art and Practice of the Learning Organization • Systems thinking as the fifth discipline that integrates • Personal mastery • Mental models • Shared vision • Team learning • Seeking “Strategic Logic” – (Strategic plan objectives matches organization’s capabilities) • Evaluated via • SWOT Analysis • Industry Structure and Value Chain Analysis • Product Life Cycle Analysis • Experience Curve Analysis • Product Portfolio Analysis
- 6. • Industrial Age • Scientific management • Emphasis upon task-oriented activities • Rigid structures • Lack of creativity (e.g. Ford’s Model T) • Neo-Industrial Age – the new economy • Value oriented activities • Knowledge management • Driven by innovation, creativity, change, customization