The document discusses managing organizational change and innovation, emphasizing the importance of organizational structure in fostering innovation across various functions. It categorizes different types of change such as mega, strategic, tactical, implementary, and adoptive changes, detailing their roles and responsibilities. Additionally, it highlights the significance of creativity in the workplace, outlining its components and how management practices can enhance employee creativity and drive innovation.

1. Change!!!!

2. Managing Organizational
Change and Innovation

4. 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.

28. 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..,

29. 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.

35. Managing Creativity and
Innovation

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.