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Nyimas Dhita Hafizha Asri Asri

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Kotter (1996) – Leading Change

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perubahan-yang-diinginkan/

Taking these two questions together, it can be seen that there are two parallel,
competing and, to an extent, interacting streams of ideas.
The first, the Prescriptive stream, sees strategy as a controlled, intentional,
prescriptive process, based on a rational model of decision making, which
produces complete deliberate strategies (Ansoff, 1965; Argenti, 1974; Steiner,
1969).
The second, the Analytical stream, which is more interested in understanding
how organizations actually formulate strategy rather than prescribing how they
should formulate it, argues that it is the outcome of the complex social and
political processes involved in organizational decision-making (Hamel and
Prahalad, 1989; Miles and Snow, 1978; Mintzberg et al, 2009; Pettigrew, 1980;
Quinn, 1980a).
Approaches to Strategy

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80 Int. J. Strategic Change Management, Vol. 4, No. 1, 2012 Copyright © 2012 Inderscience Enterprises Ltd. Strategic change as creative action Donald MacLean* and Robert MacIntosh University of Glasgow Business School, Gilbert Scott Building, Glasgow G12 8QQ, Scotland, UK Email: [email protected] Email: [email protected] *Corresponding author Abstract: This paper draws attention to a nascent stream of strategy process research in which action is seen as primarily creative, rather than rational or normative. It shows how creative action theory, which emphasises the importance of embodied expression, emergent intention and social interaction, might furnish valuable new insights into strategic change. In particular, the paper highlights the importance of considering the strategist as fully embodied, intuitive and expressive. The paper draws on a novel empirical illustration to demonstrate both the potential and challenges of using creative action to reframe our understanding of strategic change. Keywords: strategic change; creative action; emergence; intention; action- theory. Reference to this paper should be made as follows: MacLean, D. and MacIntosh, R. (2012) ‘Strategic change as creative action’, Int. J. Strategic Change Management, Vol. 4, No. 1, pp.80–97. Biographical notes: Donald MacLean is a senior research fellow in the Business School at the University of Glasgow. His interests lie in novel approaches to strategic management and in inter-organisational strategy processes. Robert MacIntosh is Professor of Strategy at the University of Glasgow. He holds a PhD in Engineering and his research interests focus on the related processes of strategy development and strategic change. 1 Introduction Those who teach or advise on strategic change face a number of recurring questions: Is planning appropriate? If so, when and how does one deal with emergent phenomena? Who should be involved in talk and action relating to strategy and change? What, if any, roles are played by emotion and intuition? Anyone examining the literature on strategic change will encounter many answers to such questions and indeed contradictory answers have been generated through ongoing research efforts within an array of theoretical silos. This generates frustration which is often expressed in terms of two related issues – the adequacy of our theorising and the relevance of our research. This paper suggests that the adoption of a new theoretical perspective may help alleviate both sources of frustration. Strategic change as creative action 81 In the last two decades, senior scholars have questioned the adequacy of strategy theory and have called for a dynamic theory of strategy (see Porter, 1991) in order to better address the challenges faced by practitioners. Schendel (1992) drew attention to the growing, and unhelpful, split between content and process, Hamel and.

80 Int. J. Strategic Change Management, Vol.docx

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Chapter Five Policy Entrepreneurship and the Common Good The quintessential problem of politics [is] how to judge rightly the lesser evil, the relatively best, the ends that justify the means and the means themselves…. Mary Dietz The common good … is good human life of the multitude, of a multitude of persons; it is their communion in good living. Jacques Maritain We now turn to policy entrepreneurship, or coordination of leadership tasks over the course of a policy change cycle. Leaders who are policy entrepreneurs—such as Marcus Conant, Stephan Schmidheiny, Gary Cunningham, Jan Hively, and many of their colleagues—are catalysts of systemic change (Roberts and King, 1996). Policy entrepreneurs “introduce, translate, and implement an innovative idea into public practice” (1996, p. 10). Like entrepreneurs in the business realm, they are inventive, energetic, and persistent in overcoming systemic barriers. They can work inside or outside government organizations; unlike Nancy Roberts and Paula King (1996), we do not reserve the term policy entrepreneur for nongovernmental leaders. The essential requirements of policy entrepreneurship are a systemic understanding of policy change and a focus on enacting the common good. This chapter offers an overview of these two requirements; subsequent chapters are devoted to individual phases of the policy change cycle. Before going further, we should note that public policy has both substantive and symbolic aspects. It can be defined as substantive decisions, commitments, and implementing actions by those who have governance responsibilities (including, but going beyond government), as interpreted by various stakeholders. Thus public policy is what the affected people think it is, and based on what the substantive content symbolizes to them. Public policies may be called policies, plans, programs, projects, decisions, actions, budgets, rules, or regulations. Moreover, they may emerge deliberately or as the result of mutual adjustment among partisans (Lindblom, 1959; Mintzberg and Waters, 1985). Exhibit 5.1 presents brief definitions of public policy and other key terms in this chapter. Understanding Policy Change The policy change process can be described as a seven-phase cycle (Figure 5.1), in which a shifting set of change advocates work in multiple forums, arenas, and courts to remedy a public problem. The phases are interconnected and build on each other, but policy entrepreneurs are seldom able to march through them in an orderly, sequential fashion. In the case of a highly complex public problem such as AIDS or global warming, the cycle (and “re-cycling”) may extend over decades. The effort to enact solutions for less complex problems, such as homelessness in a particular city, may be successful in a much shorter period. No matter what, the same set of leaders and constituents who began a change effort may not be able to see the effort all the way through the cycle. Moreover, new leaders and constitue ...

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Imenco AS- Houston (Al Cohen, MBA)

Michael D. Cohen, James G. March, and Johan F. Olsen A Garbage Can Model of Organizational Choice Organized anarchies are organizations characterized hy problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a fami- liar form of organized anarchy, suggest that such organizations can be viewed for some purposes as collections of choices looking for problems, issues and feelings looking for decision situations in which they might he aired, solutions looking for issues to which they might he an answer, and decision makers looking for work. These ideas are translated into an explicit computer simulation model of a gar- hage can decision process. The general implications of such a model are descrihed in terms of five major measures on the process. Possible applications of the model to more narrow predictions are illustrated by an examination of the models predictions with respect to the effect of adversity on university decision making. Gonsider organized anarchies. These are organizations—or decision situations—characterized by three general properties.^ The first is problematic preferences. In the organization it is difiBcult to impute a set of preferences to the decision situation that satisfies the standard consistency requirements for a theory of choice. The organization operates on the basis of a variety of inconsistent and ill-defined preferences. It can be described better as a loose collection of ideas than as a coherent structure; it discovers preferences through action more than it acts on the basis of preferences. The second property is unclear technology. Although the organization manages to sur- vive and even produce, its own processes are not understood by its members. It operates on the basis of simple trial-and-error proce- dures, the residue of learning from the acci- dents of past experience, and pragmatic in- 1 We are indebted to Nancy Block, Hilary Cohen, and James Glenn for computational, editorial, and intellectual help; to the Institute of Sociology, Uni- versity of Bergen, and the Institute of Organization and Industrial Sociology, Copenhagen School of Eco- nomics, for institutional hospitality and useful discussions of organizational behavior; and to the Ford Foundation for the financial support that made our collaboration feasible. We also wish to acknowledge the helpful comments and suggestions of S0ren Christensen, James S. Coleman, Harald Enderud, Kare Rommetveit, and WiUiam H. Starbuck. ventions of necessity. The third property is fiuid participation. Participants vary in the amount of time and effort they devote to different domains; involvement varies from one time to another. As a result, the bounda- ries of the organization are uncertain and changing; the audiences and decision makers for any particular kind of choice change capriciously. These properties of organized anarchy have been identified often in studies of organizations. They are characte ...

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Jnl Publ. Pol., 32, 2, 79–98 r Cambridge University Press, 2012 doi:10.1017/S0143814X12000049 Policy formulation, governance shifts and policy influence: location and content in policy advisory systems J O N A T H A N C R A F T Department of Political Science, Simon Fraser University, Canada M I C H A E L H O W L E T T Department of Political Science, Simon Fraser University, Canada A B S T R A C T Most studies of policy formulation focus on the nature and kind of advice provided to decision-makers and think of this as originating from a system of interacting elements: a ‘‘policy advisory system’’. Policy influence in such models has historically been viewed as based on considerations of the proximate location of policy advisors vis à vis the government, linked to related factors such as the extent to which governments are able to control sources of advice. While not explicitly stated, this approach typically presents the content of policy advice as either partisan ‘‘political’’ or administratively ‘‘technical’’ in nature. This article assesses the merits of these locational models against evidence of shifts in governance arrangements that have blurred both the inside vs outside and technical vs political dimensions of policy formulation environments. It argues that the growing plurality of advisory sources and the polycentrism associated with these governance shifts challenge the utility of both the implied content and locational dimensions of traditional models of policy advice systems. A revised approach is advanced that sees influence more as a product of content than location. The article concludes by raising several hypotheses for future research linking advisory system behaviour to governance arrangements. Key words: Policy advice, policy advisory systems, influence, policy formulation Introduction The nature and sources of policy advice received by decision-makers in the policy formulation process are subjects that have received their fair share of scholarly attention. Many journals and specialised publications exist on these topics and specialised graduate schools exist in most countries with the aim of training policy analysts to provide better advice to decision- makers based on their findings (Banfield, 1980; Geva-May and Maslove, 2007; Jann, 1991; Tribe, 1972). Studies have examined hundreds of case studies of policy-making and policy formulation in multiple countries (Durning and Osama, 1994; Fischer, 2003) and many texts chronicle various policy analytical techniques expected to be used in the provision of policy advice (Banfield, 1980; Weimer and Vining, 2004). Yet surprisingly little systematic thinking exists about this crucial component and stage of the policy-making process and many findings remain anecdotal and their paedagogical value suspect (Howlett, Perl and Ramesh, 2009). One problem with the early literature on the subject was that many past examinations of policy advice focused on specific sets of po.

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1. Public Policy “Understanding public policy is both an art and a craft.” (Dye, 2010, p. 8). Explain how policy makers can perfect their craft for the betterment of society. Respond to at least two of your fellow students’ postings. Policy Analysis “Policy analysis is finding out what governments do, why they do it, and what difference, if any, it makes” (Dye, 2010, p. 4). Discuss your understanding of what policy analysis contains and what policy makers can learn from policy analysis. Provide at least two examples to support your argument. 2 Models of Politics Some Help in Thinking About Public Policy Models for Policy Analysis A model is a simplified representation of some aspect of the real world. It may be an actual physical representation—a model airplane, for example, or the tabletop buildings that planners and architects use to show how things will look when proposed projects are completed. Or a model may be a diagram—a road map, for example, or a flow chart that political scientists use to show how a bill becomes law. Uses of Models. The models we shall use in studying policy are conceptual models. These are word models that try to •Simplify and clarify our thinking about politics and public policy. •Identify important aspects of policy problems. •Help us to communicate with each other by focusing on essential features of political life. •Direct our efforts to understand public policy better by suggesting what is important and what is unimportant. •Suggest explanations for public policy and predict its consequences. Selected Policy Models. Over the years, political science, like other scientific disciplines, has developed a number of models to help us understand political life. Throughout this volume we will try to see whether these models have any utility in the study of public policy. Specifically, we want to examine public policy from the perspective of the following models: •Institutional model •Process model •Rational model •Incremental model •Group model •Elite model •Public choice model •Game theory model Each of these terms identifies a major conceptual model that can be found in the literature of political science. None of these models was derived especially to study public policy, yet each offers a separate way of thinking about policy and even suggests some of the general causes and consequences of public policy. These models are not competitive in the sense that any one of them could be judged “best.” Each one provides a separate focus on political life, and each can help us to understand different things about public policy. Although some policies appear at first glance to lend themselves to explanation by one particular model, most policies are a combination of rational planning, incrementalism, interest group activity, elite preferences, game playing, public choice, political processes, and institutional influences. In later chapters these models will be employed, singularly and in combination, to descr ...

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Introduction It has been argued that one of the key challenges facing contemporary management is the development of market-led strategic change (Harris and Ogbonna, 2001). However, much extant theory argues that a wide range of forces impede strategic change (see for example, Boeker, 1989; Judson, 1996). These issues have led contemporary theorists to contend that, in many cases, commitment to strategies endure over time (Geletkanycz, 1997; McCarthy, Schoorman and Cooper, 1993) to the extent that the organization may become strategically ‘inert’ (Huff, Huff and Thomas, 1992; White, Abbey and Barnett, 1994). Research into these issues has tended to con- centrate on theoretical discussions or descriptive studies designed to discover the extent to which past strategies endure over time or restrict current strategic options (for example, Kelly and Amburgey, 1991; Tushman and Romanelli, 1985). Interestingly, such research largely focuses on Chief Executive Officers (CEOs) and often ignores the influence of the founder. Furthermore, the empirical examination of how founding strategies become internal legacies which influence and impact on the effectiveness of future strategic decision-making is frequently overlooked. With the exception of a small survey by Boeker in 1984 (later reported in Boeker, 1989), few studies have combined the study of strategic inertia and the legacy of the founder of an organization. The present study was initiated partially in response to the suggestion of Boeker (1989, p. 511) that further research is required to develop ‘a better understanding of strategic change and the circum- stances under which either inertia or adaptation is likely’. Indeed, the extent of the debate pertain- ing to the level of managers’ strategic choice provides a justification for the current focus on the influence of the founder on subsequent strategy. British Journal of Management, Vol. 12, 13–31 (2001) © 2001 British Academy of Management The Founder’s Legacy: Hangover or Inheritance?1 E. Ogbonna and L. C. Harris Cardiff Business School, Colum Drive, Cardiff CF10 3EU, UK email: [email protected] The legacy of organizational founders is a comparatively under-studied topic. Through two in-depth case studies, this article explores the factors which influence whether founding strategic visions, objectives or decisions influence present-day strategic choice. Furthermore, the study identifies and explores a number of factors which influence whether a strategic legacy is categorized as either an inheritance or a hangover. The article begins with an overview of existing research into the role of the founder, commitment and strategic inertia, which suggests that additional research is required to clarify the legacy of company founders. After a review of the research design and methodology adopted for the study, the findings of two case studies are presented. The findings suggest that the initial establishment of a strong organization.

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1) Write a summary of the key points presented by the author; 2) Express your thoughts on the topic Summary should be no longer than 3 typewritten, double-spaced pages. Most social scientists who study public opinion and public policy in democratic countries agree that (1) public opinion influences public policy; (2) the more salient an issue to the public, the stronger the relationship is likely to be; and (3) the relationship is threatened by the power of interest organizations,' political parties, and economic elites (see, e.g., Aldrich 1995; Dahl 1989; Mueller 1999; Stimson, MacKuen, and Erikson 1995; Page and Shapiro 1983; Smith 2000). There would be much less consensus, however, on the answers to five follow-up questions widely seen as important but seldom addressed directly: 1. How much impact does public opinion have on public policy? 2. How much does the impact of opinion on policy increase as the importance of an issue to the public increases? 3. To what extent do interest groups, social movement organizations, political parties, and elites influence policy even when opposed by public opinion? 4. Has government responsiveness to public opinion changed over time? 5. How generalizable are our findings about the impact of opinion on policy? This article distills considerable research directed at these questions. It is not, however, a literature review in the usual sense. Rather than summarizing publications in a con- ventional narrative, I use each publication as a source of data, tabulating the issues and countries studied, and the authors' predictions, variables, and findings. The analysis will provide the publications' collective answer to each question, and, at times, show how little evidence is available. Highlighting how little we know on some issues will point to an agenda for future research. It turns out that public opinion influences policy most of the time, often strongly Responsiveness appears to increase with salience, and public opinion matters even in the face of activities by interest organizations, political parties, and political and economic elites. Claims that responsiveness is changing over time or varies across issues rest on very little evidence. The next section describes issues that arise in attempts to answer the questions. This is followed by a description of the data, presentation of findings, and conclusion. ISSUES AND CONTROVERSIES The Impact of Public Opinion on Public Policy No one believes that public opinion always determines public policy; few believe it never does. Even dedicated pro- ponents of democratic theory acknowledge that democratic governments sometimes ignore the public (e.g., Page and Shapiro 1983: 189); those whose theories attribute little power to the public concede that governments sometimes follow public opinion (e.g., Block 1987: 66; Domhoff 1998: 301; Korpi 1989: 313). What distinguishes those who believe democracy gives citizens genuine control over their governmen ...

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Due Sunday 2/25/18 by 10pm eastern time Youtube video called EM430 wk2 initial steps Chapter 3 and 4 will be attached Question 1 Conceptual and practical Our text covers both theories of strategic planning and practical steps that can be implemented. Choose from one of the following two topics on which to post in this discussion by midnight Wednesday: Topic a: Consider the following quotation from the beginning of chapter 3: “Indeed, strategic planning and management at their best involve “real learning [that] takes place at the interface of thought and action, as actors reflect on what they have done; in other words, strategic learning must combine reflection with result… [They] involve crafting the subtle relationships between thought and action, control and learning, stability and change” (Mintzberg, Ahlstrand, & Lampel, 2009 (Links to an external site.)Links to an external site., pp. 205–217).” (Bryson, 2011, p. 84) What does this mean? Topic b: Chapter 3 presents the importance of a initial agreement as a starting point for strategic planning. Explain in your own words what this is, why it is important, and what might be covered in the initial agreement. Question 2 Looking at a strategic plan Find an organization’s strategic plan (for your jurisdiction, where you work, or through Internet research). It can be for a public, private, or non-profit organization. Describe the content of the plan and how it aligns with the guidance in our readings. Identify who/what were involved in developing and implementing the plan and how they may have contributed to strategic thinking. Who are the stakeholders? Submit your short paper of at least 250 words Question 3 Strategic planning team Explain in your own words why it is a good idea to include three levels of the organization, including ”…top policy and decision makers, middle management, and technical core or frontline personnel” (Bryson, 2011, p. 93) in the strategic planning process. Also address whether people outside the organization should be included in the process. Question 4 Mission and vision After completing this week’s reading, prepare a short paper that explains in your own words what a mission statement is and what a vision statement is, how they are different, and the role of each in strategic planning. Address why Bryson prefers developing or revisiting the organization’s vision later (after mission and strategy development) in the strategic planning process. Cite the text and any other reference sources you use with in-text citations and a reference list using APA Style for formatting. Submit your paper of at least 250 words Question 5 CHAPTER THREE Initiating and Agreeing on a Strategic Planning Process The beginning is the most important part of the work. —Plato, The Republic The purpose of the first step in the Strategy Change Cycle is to develop an initial agreement about the overall strategic planning effort and main planning steps among key internal decision makers ...

Due Sunday 22518 by 10pm eastern timeYoutube video called EM.docx

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Why did some social movement organization (SMO) families receive extensive media coverage? In this article, we elaborate and appraise four core arguments in the literature on movements and their consequences: disruption, resource mobilization, political partisanship, and whether a movement benefits from an enforced policy. Our fuzzy-set qualitative comparative analyses (fsQCA) draw on new, unique data from the New York Times across the twentieth century on more than 1,200 SMOs and 34 SMO families. At the SMO family level, coverage correlates highly with common measures of the size and disruptive activity of movements, with the labor and African American civil rights movements receiving the most coverage. Addressing why some movement families experienced daily coverage, fsQCA indicates that disruption, resource mobilization, and an enforced policy are jointly sufficient; partisanship, the standard form of “political opportunity,” is not part of the solution. Our results support the main perspectives, while also suggesting that movement scholars may need to reexamine their ideas of favorable political contexts.

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

Cracking the Cultural Competence Code.pptx

Cracking the Cultural Competence Code.pptx

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

Insurers' journeys to build a mastery in the IoT usage

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Insurers' journeys to build a mastery in the IoT usage

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1. Kotter (1996) – Leading Change

2. • http://shiftindonesia.com/leading-change-8-langkah-menuju- perubahan-yang-diinginkan/

3. Taking these two questions together, it can be seen that there are two parallel, competing and, to an extent, interacting streams of ideas. The first, the Prescriptive stream, sees strategy as a controlled, intentional, prescriptive process, based on a rational model of decision making, which produces complete deliberate strategies (Ansoff, 1965; Argenti, 1974; Steiner, 1969). The second, the Analytical stream, which is more interested in understanding how organizations actually formulate strategy rather than prescribing how they should formulate it, argues that it is the outcome of the complex social and political processes involved in organizational decision-making (Hamel and Prahalad, 1989; Miles and Snow, 1978; Mintzberg et al, 2009; Pettigrew, 1980; Quinn, 1980a). Approaches to Strategy