Frontline workers see a great many problems and opportunities that their managers don’t. Today, most leaders either don’t realize the full power of employee ideas or have never learned power of employee ideas or have never learned
how to tap them effectively. To be truly excellent, innovative, lean or effective at execution, you have to be able to capture and implement large numbers of employee
ideas.
MULTINATIONAL CORPORATIONS #3 - Organizational Structure of MNCSundar B N
This ppt includes MULTINATIONAL CORPORATIONS #3 - Organizational Structure of MNC in which
-Product organizational structure
-Geographic organizational structure
-Strategic business units
-Matrix organizational structure
-Team organizational structure
-Virtual organizational structure
-Functional organizational structure
MULTINATIONAL CORPORATIONS #3 - Organizational Structure of MNCSundar B N
This ppt includes MULTINATIONAL CORPORATIONS #3 - Organizational Structure of MNC in which
-Product organizational structure
-Geographic organizational structure
-Strategic business units
-Matrix organizational structure
-Team organizational structure
-Virtual organizational structure
-Functional organizational structure
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New process of production: new ways of doing things which rises productivity of factor inputs, as with use of robotics in car assembly techniques which has dramatically raised output per assembly line worker. For example around 80% of technological change has been process innovation.
New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
In this presentation, we will discuss role of MNCs in global economy, their merits and demerits, how to globalize a business by transforming the organizational structures according to international standards.
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Creativity and leadership, The importance of creativity, ideas management, I...ana maria llopis
The importance of creativity, ideas management,
IT knowledge and diversity
for leadership
- CREATIVITY
2- IDEAS CAN CHANGE THE WORLD
3- ideas4all AND INNOVATION
4- THE DIGITAL TRANSFORMATION TORNADO
5- DIA GROUP
6- IT KNOWLEDGE AND DIVERSITY
7- LEADERSHIP
8- PASSION
9- REINVENTING YOURSELF
10- NEVER IS A NO WORD
11- BETA PERMANENT
12- A CAREER PATH BASED ON LEARNING
13- INTRA-PRENEURSHIP
14- ENTREPRENEURSHIP IDEAS4ALL INNOVATION AGORA
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
Technological Environment - International Business - Manu Melwin Joymanumelwin
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New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
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Creativity and leadership, The importance of creativity, ideas management, I...ana maria llopis
The importance of creativity, ideas management,
IT knowledge and diversity
for leadership
- CREATIVITY
2- IDEAS CAN CHANGE THE WORLD
3- ideas4all AND INNOVATION
4- THE DIGITAL TRANSFORMATION TORNADO
5- DIA GROUP
6- IT KNOWLEDGE AND DIVERSITY
7- LEADERSHIP
8- PASSION
9- REINVENTING YOURSELF
10- NEVER IS A NO WORD
11- BETA PERMANENT
12- A CAREER PATH BASED ON LEARNING
13- INTRA-PRENEURSHIP
14- ENTREPRENEURSHIP IDEAS4ALL INNOVATION AGORA
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
Creativity management is really about managing the creative diversity in your organization. Maximize your creative diversity and you maximize your organization's ability to solve a wide range of problems - but watch out for the spin-off problems this creates!
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Management Creativity and Its Form: Lecture on Corporate CreativityDjadja Sardjana
The concept of creativity has been around long before management speak in many disciplines (the term has16th century etymological origins). For example:
# In Mathematics – as the art of making useful combinations from an almost infinite number of possible useless combinations
# In Philosophy – especially connected with serendipity (which is
not pure luck or chance) but results from identifying 'matching
In Philosophy – especially connected with serendipity (which is not pure luck or chance) but results from identifying 'matching pairs' of events that are subsequently put to practical use.
Baudrillard uses the analogy of the billiard game – playing off the cushion – to characterise the rebounding and richocheting nature of actions and ideas.
# Business examples of such a process can be found under the topic “innovation” and include the invention of the Swatch (new combinations or “pairings” of technologies developed in other
industries).
Business Project Management (600542)2019-20Session 1.docxjasoninnes20
Business Project Management (600542)
2019-20Session 1
Gavin Betts[email protected]
Introduction
Gavin Betts
Management Systems Group at HUBS
Support you to learn about & understand how to apply two different methods for undertaking projects aimed at achieving some form of organisational change and improvement. Focussing mainly on the systemic approach.
Jeremy Wilcock
Marketing and Business Strategy Group at HUBS
Also here to support your learning during the module. Focussing mostly on the ‘traditional’ approach to project management.
Together, we have many decades of practical experience to draw upon from private and public sector organisations
2
i) Module Contents and Overview
Module Content
Introduction to module & assignment question
Overview of both project management approaches
Detailed coverage of systems approach
Detailed coverage of traditional approach
Summary & final assignment guidance
Over the weeks of our lecture sessions, we will be covering all of these points.
Decisions, decisions…
Your Module Handbook talks about 2 different approaches to project management. We’ll consider each in detail. You need to make a judgement about which to use for your assignment. In the real world, business projects of various types are undertaken regularly. Different methodologies may be better suited to some tasks than others. Making an astute judgement about how to execute the task can make a significant difference. It may be the difference between success and failure for a project.
Purpose
This module introduces a number of concepts, techniques, and methods designed to aid undertaking projects successfully. It also addresses differences in management thinking in relation to project management and the different principles and assumptions that underpin various techniques and methods.
In particular, this module will introduce you to two contrasting approaches to thinking about, planning and executing a project as well as encouraging reflection on the appropriateness of each to different contexts and challenges. Making astute judgements about what a project should be and how to undertake is not always easy and can have significant implications.
6
Thinking
Approaches to organising projects
Performance
(Derived from Seddon, 2005)
7
Assessment challenge
Make an informed choice about which approach to use; the one you feel is most suited to one of the two scenarios which will be made available.
Use the chosen approach to work through and complete the assignment for this module (1 x 4500 word report worth 100%)
8
(During the early part of the module, you will be introduced to each approach - this will help inform your thinking about which project management approach to apply in which scenario)
Assessment challenge (ii)
Module teaching takes place:
Assignment & 2 different approaches for undertaking a project covered
During this time, you decide on a scenario and apply one of the two approach ...
C H A P T E R 2Project Selection and PrioritizationHow d.docxclairbycraft
C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
behavior needs setting - hands on view on scaled product development with OKR...Stefan Willuda
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One of our key speakers is Kamil Mroz, global project, program, and portfolio management leader, project management trainer, whose topic is about: How can a Project manager be successful working with complex systems, stakeholders, and processes?
Ged 140Assessment 3Deadline 12th December 2019 at 6pm.docxshericehewat
Ged 140
Assessment 3
Deadline: 12th December 2019 at 6pm
Individual Report
Must contain the 2 x GET2TEST results and the Information sheet completed and submitted to the tutor and on Moodle. – USE THE COVER PAGE ON MOODLE
Individual Elevator Pitch (Video recorded)
Report
How entrepreneurship and innovation could play a role in you personal and career paths.
The innovative and entrepreneurial process (design thinking)
Applicable to your life
Applicable to create a company.
The goal of the assignment:
Help you identify where you would like to be
and how you plan to get there.
Step1: Vision & Opportunity
What are your goals (career and/or educational) after you leave your university?
What is your vision, your values and your mission?
Vision: the long-term destiny of the [Individual].
Mission: a formal summary of the aims and values of an [Individual].
a description of the course of action to implement the vision.
Values: WHAT ARE YOUR UNIQUE BENEFITS?
List the 3 questions that guide your choices.
Essential questions to direct your life and work.
Example: How can I have impact? What do I love? What do I fear? What engages my passions? How do I want to be remembered?
The answers to these questions may well change over time, but when the questions are fundamental they tend to last a lifetime
Step 2: Marketing and Implementation Strategy
Create your market positioning statement (about YOURSELF). This may be directed at a hypothetical employer, industry, organization, or the world at large.
What compelling value will you offer to your employers and society?
How will you differentiate from other UAE students? How about from the broader population?
Make a Positioning statement
Positioning statement
For (target customer)
Who (statement of need or opportunity)
(product name) is a (product category)
That (statement of benefit)
Differentiation
Unlike (primary competitive alternative)
Our product (statement of primary differentiation)
Make a position map (to modify to apply to yourself and your future)
A product positioning map shows the product characteristics in relation to its competitors.
Draw an axis with 2 characteristics (then low and high)
Step 3: Risk and Mitigation
What are the key milestones and checkpoints in your plan?
Your plan: What are your goals (career and/or educational) after you leave your university?
Milestone: a significant stage or event in the development of something.
How will you measure/determine if you have successfully attained these milestones? How do you define success?
What external factors might affect (positively or negatively) your attaining success?
Management process for developing a strategy
(to modify to apply to yourself and your future)
Describe the [Individual]’s core competencies.
Describe the industry and context for the [Individual] and its competitors.
Determine the [Individual]’s strengths and weaknesses in the context of the industry and environment.
Describe the opportunities and thr ...
Similar to The Creative Manager: Lecture on Corporate Creativity (20)
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The Creative Manager: Lecture on Corporate Creativity
1. The Creative Manager
Lecture on Corporate Creativity
23-Sep-11 1IMT - Management Creativity
From Cursory to
Creativity-2m32
2. LOGO Contents
Creative Person & Manager1.
Characteristic & Role of Creative Manager2. Characteristic & Role of Creative Manager2.
23-Sep-11 2IMT - Management Creativity
4. LOGO Theories on Creativity
These have
changed over
decades
1950s
ABILITY
1960s
MENTAL SKILL
1970s
RELEVANT
EXPERIENCE
1980s
INTRINSIC
MOTIVATION
1990s
CLIMATE,
ENVIRONMENT,
SOCIAL
CONTEXT
23-Sep-11 IMT - Management Creativity 4
5. LOGO Creative MANAGEMENT
Creative management aims to transform
organisations through changing the way they
are run, by trying to open up the climate and
IMT - Management Creativity
are run, by trying to open up the climate and
management style, increase participation and
grant employees more freedom as to how
things are accomplished, e.g. new product
development.
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6. LOGO Creative INDIVIDUALS
Creative Leader
(Kanter, 1991)
Kaleidoscope thinking
Good
communications
Vision
Recognising
Definition of
Leadership
The power to focus
and direct the
venture
Kaleidoscope thinking Recognising
others’ contribution
Creative Manager
Brings out the
creativity in staff
Sees beyond the
immediate
Removes
obstacles to help
staff in their work
Sound judgement
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7. LOGO Creative INDIVIDUALS
Characterized by
Are Managers too!
Characterized by
leadership and
motivating ability and
comfort with using power
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Steps To Innovation &
Creative Thinking-
2m30
8. LOGO Cognitive of Creative Manager
• Perception,
• problem solving
Cognitive process
A study of human acquisition, storage, processing and retrieval
of information and its impact on decision making
• e.g. Kirton’s adaptor
- innovator style
Cognitive styles &
strategies
• in contrast to
economic rationality
Cognitive processors to
understand decision
making
23-Sep-11 IMT - Management Creativity 8
10. LOGO Team Roles (Belbin, 1993) (1)
Plant Creative, imaginative, unorthodox, solves
difficult problems
(Poor in communication and managing
ordinary people)
Resource
Investigator
Extravert, enthusiastic and communicative,
explores opportunities and developsInvestigator explores opportunities and develops
contacts
(Loses interest once the initial enthusiasm
has passed)
Co-ordinator Mature, confident and trusting, a good
chairperson, clarifies goals, promotes
decision making
(Not necessarily the most clever or creative
member of the group)
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11. LOGO Team Roles (Belbin, 1993) (2)
Shaper Dynamic, outgoing and highly strung,
challenges, pressurizes, finds ways round
obstacles
(Prone to provocation and short-lived bursts
of temper)
Monitor- Sober, strategic and discerning, sees allMonitor-
Evaluator
Sober, strategic and discerning, sees all
options, judges accurately
(Lacks drive and ability to inspire others)
Team
Worker
Social, mild, perceptive and accommodating,
listens, builds, averts friction
(Indecisive in crunch situations)
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12. LOGO Team Roles (Belbin, 1993) (3)
Implementer Disciplined, reliable, conservative and
efficient, turns ideas into practical action
(Somewhat inflexible, slow to respond to
new possibilities)
Completer Painstaking, conscientious and anxious,
searches out errors and omissions, deliverssearches out errors and omissions, delivers
on time
(Inclined to worry unduly. Reluctant to
delegate)
Specialist Single-minded, self-starting and dedicated,
provides knowledge or technical skills which
are in short supply
(Contributes only on a narrow front)
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13. LOGO Creativity ORGANISATIONS (1)
Culture
• Collective values, beliefs and common goals of an
organisation
• “The way we do things around here”.
• We need to challenge assumptions!
Climate
• Attitude that employees hold at any one time
• A short term view amenable to creative management
Mind sets
• There is so much more information around us than we can
take in.
• So, we choose what we can deal with or want and
construct a relatively fixed way of thinking
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14. LOGO Creativity ORGANISATIONS (2)
Paradigm
• Over time a school of thought can harden into a
fixed world view or paradigm, which contains
assumptions
• We never even think to question e.g. in science
that the sun goes round the earth or that the
earth is flatearth is flat
A paradigm shift!
• Moving from one to another paradigm
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15. Characteristic & Role
of Creative Manager
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4 Steps for Creative
Visualization-2m30
16. LOGO Creative Manager Characteristics (1)
Caring for
employee
psychological
health
Removing
employees who
are roadblocks
to efficiency
Seeing the big
picture
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health to efficiency
Dealing with
employee
inflexibility
Balancing the
need for
employee trust
Teaching the
staff
17. LOGO Creative Manager Characteristics (2)
Managing
demands on the
manager’s time
Physical
stamina
Running a
meeting
Manager
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Ability to laugh
Risk taking and
reliability
Manager
flexibility and
integrity
Be humble,
apologize
18. LOGO
CHARACTERISTICS OF MANAGERS
WHO FOSTER CREATIVITY (1)
They are willing to absorb the risks
taken by subordinates.
They are comfortable with half-
developed ideas.
OHT CR.18
developed ideas.
They are able to make quick
decisions.
They are good listeners.
23-Sep-11 IMT - Management Creativity
19. LOGO
CHARACTERISTICS OF MANAGERS
WHO FOSTER CREATIVITY (2)
They don't dwell on past mistakes.
They enjoy their jobs.
OHT CR.19
They expect subordinates to
succeed.
They capitalize on subordinate
strengths
23-Sep-11 IMT - Management Creativity
20. LOGO Innovator & Creative Manager (1)
Creativity in
organisations
focuses on:
Achieving
innovation,
The creative manager manages
people effectively and has a
creative approach to problem
solving and teamwork.
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Competitive
advantage, and
Benefits & profits
by enhancing the
“level” of creativity
in the organisation.
21. LOGO Innovator & Creative Manager (2)
There is a
difference between
creativity and
innovation:
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Creativity is about ideas
Innovation more about
concrete plans or
implementation of those
ideas.
22. LOGO Innovator & Creative Manager (3)
The creative
manager needs to
be adept at both:
Creating
These in turn require key
behaviours to support effective
processes.
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Creating
opportunities for
identifying and
developing ideas
Recognising and
managing risk in
innovation.
23. LOGO Innovation Roles (1)
1. Identifying an idea – invention
2. Developing the idea into
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2. Developing the idea into
something tangible –
innovation
3. Introducing the product or
service to the market -
entrepreneurship
24. LOGO Innovation Roles (2)
The three stages are each associated with a
different with a different role:
First the inventor – the ‘ideas’ person who comes
up with the new idea, product or service;
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Second the innovator, who is gifted with a talent for
transforming something from a brilliant idea into a
tangible product or practice; and
The entrepreneur who exploits new products or
services by successfully bringing them to market
The other example: Gatekeeper (idea) ->
Champion (Product) -> Sponsor (Market)
25. LOGO Creative Management Change
Downsize and
delayering (reducing
the cost base),
Diversify (divesting
non-core business to
become leaner),
Deregulation
(reorganizing into
more responsive
structures by
decentralizing
production to
multidisciplinary
teams),
23-Sep-11 25IMT - Management Creativity
teams),
Participation (This in
turn is fostered
through a more
participative
approach entailing an
open climate,
Employee
empowerment and
reward schemes)
WHERE GOOD
IDEAS COME
FROMS-4m
26. LOGO Creative Management Leaders
EQ (self-awareness,
self-regulation,
motivation, empathy,
social skill),
Visionary (can carry
people with a timely
vision),
Entrepreneurial (the
creator moving from
inventor to innovator),
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Transformational
(leaders who are
steeped in the
industries they
transform),
Self-organizing (to
empower staff to self-
organize in his
company)
27. LOGO Creative Manager
Reading the
environment
Proactivity
Visionary
leadership
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Human
resource
management
Remote
management
skills
Using IT
Managing
complexity
Contextual
competencies
28. LOGO
Creative Manager
Role on Organization
Open climate
Empowered
staff
Take
Flexible
structure
Integrated
procedures)
Multi-
Knowledge-
sharing systems
Suggestion
schemes,
External
partnerships
Suppliers,
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Challenging
Trusting
Take
decisions,
Local
resources
Flatter,
De-
centralized
Multi-
disciplinary
teams,
Parallel
developmen
t
Idea
screening,
IT
information
bank,
Newsletters
Suppliers,
Customers,
Competitors
29. LOGO Creative Climate (1)
Poles
Dimension More creative Less creative
Challenge Enjoyable Alienated
Energetic IndifferentEnergetic Indifferent
Freedom Independent Passive
Initiatives taken Rule-bound
Liveliness Excitedly busy Boringly slow
Openness Trusting Suspicious
Failure accepted Failure punished
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30. LOGO Creative Climate (2)
Poles
Dimension More creative Less creative
Idea time Off-task play Little off-task play
Mood Happy/humorous Serious/dullMood Happy/humorous Serious/dull
Conflicts Handled constructively Handled destructively
Support People listen helpfully People are negative and critical
Debates Contentious ideas voiced Little questioning
Risk-taking Fast decisions Cautious, safe decisions
Risk acting on new ideas Detail and committee bound
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31. LOGO Organizational Change
• Re-engineering
(focus on procedures),
• Self-organization
(focus on People)
Radical:
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• Quality improvement
(focus on procedures),
• Learning organization
(focus on People)
Incremental: