Unit Eight- (MBA 6103)
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This document discusses managing innovation and continuous improvement within organizations. It notes that uncertainty drives the need for organizational learning and adaptation. While the innovation process is often generalized, some firms formalize innovation management better than others. Successful innovation is strategy-based and depends on strong internal and external linkages as well as mechanisms that enable change. It also requires addressing culture and the human side of change systematically from the top down. The document provides strategies for innovation and lessons for implementing change projects successfully within an organization.
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2. Subdivisions of management include financial, personal, purchasing, production, marketing, office, maintenance, and transport management.
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2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
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- Innovation and change are crucial for organizational performance and survival. Innovation can involve new products, processes, or organizational changes.
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1. There are several theories that attempt to explain what makes a good leader, including trait theories, behavioral theories, situational theories, and contingency theories.
2. Situational theories propose that leadership effectiveness depends on factors like the interaction between leaders and followers, the structure of the work, and elements of different situational theories like the Blake-Mouton Managerial Grid and Path-Goal Theory.
3. Contingency theories assess a leader's style and suggest that certain styles may be more effective depending on aspects of the situation like leader-member relations, task structure, and position power.
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This document discusses key concepts related to organization and management. It begins by outlining the objectives of the lesson, which are to discuss the nature of management, explain its importance, differentiate between efficiency and effectiveness, identify factors influencing management practices, and appreciate the importance of management. It then defines management, discusses it as both a science and an art, and explains the differences between efficiency and effectiveness. Finally, it outlines several factors that influence modern management practices, including globalization, technology, sustainability, psychology, and business ecosystems.
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The document provides an overview of management concepts including:
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This document discusses strategic planning and management. It begins by recapping the four basic managerial functions of planning, organizing, leading, and controlling. It then expands on the planning function, explaining that there are both short-term operational plans and long-term strategic plans. Strategic planning involves setting goals, developing strategies to achieve those goals, and determining tactics. The key elements of strategic management are strategic formulation, implementation, and evaluation. Strategic analysis is a critical part of the process and involves assessing the organization's vision, mission, values, and internal and external environments.
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Objectives
this presentation covers the topic such as
- what is the objective?
- why the objective is required?
- difference between objective and goals?
- characteristics of objective (s - specific ,M- measurable, A- Attainable, R - Relevant, T - time bond )
- Type of objectives
> Based on lavels
> time
General management & leadership course ;workplace stress ;attitudes & c...
Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
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3. Common mistakes to avoid are lack of leadership support, making promotions based on politics rather than merit, having a quick-fix mentality rather than long-term development focus, and not properly addressing organizational changes.
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Contrast and compare the five key change management strategies.
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Change management
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
Unit 2 topic 1 AS and A Level management and leadership
The document discusses the key functions and roles of management, including setting objectives and planning, organizing resources, directing and motivating staff, coordinating activities, and controlling performance. It also covers important leadership concepts like different leadership styles, Mintzberg's 10 management roles, the importance of emotional intelligence, and factors that influence the best leadership approach in a given situation. Effective management requires both technical skills in functions like planning and organizing as well as strong interpersonal skills in roles like motivating staff and coordinating activities across departments.
Extracts Module 1 Section 2 Kotter's 8 steps
The document discusses John Kotter's eight-step change management framework, which provides guidance for leading successful organizational transformations. The eight steps are: establishing a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. The framework emphasizes establishing urgency for change, assembling a team to lead the effort, creating and communicating a clear vision, and empowering employees throughout the organization to act on the vision.
Strategic Leadership PREPARE
Strategic leaders promote organizational learning through inquisitiveness and lessons learned from successes and failures. They influence others to make long-term decisions that ensure organizational success while maintaining financial stability. Adaptive strategic leaders must PREPARE by predicting changes, reflecting critically, explaining perspectives, making timely decisions, aligning stakeholders, resolving differences, and facilitating education and feedback. Developing these diverse leadership skills takes continuous learning but enables effective strategic guidance.
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Presented as part of the Essex Business School (University of Essex, UK) Postgraduate Webinar series in March 2024.
The webinar series showcases the research interests of academics at Essex Business School.
In this presentation I discuss:
- What is organisational change and why do we do it?
- What are the experiences of change leaders who enact change?
- What are the benefits of a change agency approach to change
- How to resolve identity ambiguity
EE&FA - LEADERSHIP - FINAL YEAR CS/IT - SRI SAIRAM INSTITUTE OF TECHNOLOGY - ...
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This document discusses leadership and quality management. It defines leadership as influencing others towards accomplishing goals and lifting people's visions. An effective leader knows themselves, communicates a clear vision, builds trust, and takes action to reach their potential. Good leaders prioritize customers, empower others, encourage improvement and prevention, and continually commit to quality. The document outlines different leadership styles and effective leadership traits like having a vision, empowering employees, using intuition, self-understanding, and aligning values. It also discusses situational leadership that changes style based on followers' competence and motivation.Similar to Unit Eight- (MBA 6103) (20)
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Entreprenurial Leadership and how work is presented
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Unit Eight: (MBA 6113)
This document discusses soft systems models for managing organizational change. It describes dealing with culture, power structures, and leadership styles when implementing change. It also discusses using a soft-systems methodology that is behavior-science oriented, focuses on organizational learning, aims for long-term sustainability, employs change agents as facilitators, emphasizes adaptability, and addresses cultural and human aspects of an organization.
Unit Seven: (MBA 6113)
This document discusses hard systems models of change which view change as having three phases - description, options, and implementation. Change is seen as either having hard or soft complexity, with hard complexity being more rational and easier to enact. Hard systems models seek to describe situations, identify objectives and constraints, generate and evaluate options, and develop strategies to implement planned changes.
Unit Six: (MBA 6113)
This document discusses key leadership traits for managing change including drive, motivation, integrity, emotional intelligence, cognitive ability, and knowledge. Trait theory is mentioned as relevant to leadership for change efforts. The document focuses on personal qualities important for leaders to successfully drive organizational transformation.
Unit Five: (MBA 6113)
This document discusses the political skills needed for change agents to successfully implement change. It notes that wide-reaching change intensifies political behavior and that change implementation requires influence and power. It identifies different types of power that can influence outcomes and the actions of others, including positional, expert, referent, reward, coercive, and physical power.
Unit Four (MBA 6113)
The document discusses organizational culture and change management. It lists elements of formal and informal organizational culture, such as values, leadership styles, and level of innovation. It also describes four models of organizational culture: human relations, internal process, open systems, and rational goal. Finally, it discusses strategies for managing culture change, recommending changing the culture as the best long-term option despite being difficult.
Unit Three (MBA 6113)
This document discusses organizational structure, design, and change. It outlines different types of organizational structures including bureaucratic, flat vs. tall, horizontal vs. vertical, matrix, project, and network. It also discusses strategic decisions that involve change and affect the entire organization by requiring integration of internal and external factors in uncertain situations. Finally, it lists forces that shape organizational forms such as entrepreneurial, machine, professional, adhocracy, and diversified structures.
Unit Two (MBA 6113)
This document discusses the nature of organizational change. It describes different types of change, such as incremental vs. radical change, and continuous vs. episodic change. It also discusses drivers of change including industry disruptions, product life cycles, and organizational dynamics. Successfully implementing change requires reforming an organization's mission, leadership, processes, and power structures to address needs, overcome resistance, and manage risks and uncertainty. The document also outlines stages of organizational change including entrepreneurial, collective, formalization, and elaboration stages.
Unit One: (MBA 6113)
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.
Unit Seven- (MGT 6103)
This document discusses managing innovation and capturing value through knowledge management. It covers topics such as being an innovation leader or follower, using knowledge management to generate, store, share and exploit knowledge across an organization. It also discusses using data analytics to gain insights and the challenges of managing organizational change, with many change initiatives failing due to a lack of proper planning and management.
Unit Six- (MGT 6103)
This document discusses strategies for managing disruptive innovation within an organization. It outlines different structures for developing disruptive products/services that are either aligned or not aligned with the core business. These include dedicated teams, product managers, and ventures. It also discusses strategies for implementing disruptive innovations, such as direct integration, new business units, and spin-offs. Finally, it discusses ways companies can combat commoditization through value-added strategies like segmentation, customization, and bundling.
Unit Five- (MGT 6103)
This document discusses key steps for managing incremental innovation projects, including securing support, managing financial resources, project planning, implementation, monitoring, creating financial projections, and developing a business plan.
Unit Four- (MGT 6103)
This document discusses different types of innovation networks including knowledge push and needs pull, customization through design, and various network types like project teams, communities of practice, and supply chain relationships. Effective innovation requires collaboration rather than operating in a vacuum. The type of network used will parallel the advantages needed for the desired innovation through knowledge sharing and emergent design.
Unit Three- (MGT 6103)
The document outlines key factors for managing innovation successfully, including crafting a shared vision and leadership commitment to innovation, utilizing appropriate organizational structures, and recruiting and training key individuals. It discusses traits of innovative individuals like being bright, taking initiative, and effective communication. Successful innovation teams are defined as having clearly defined tasks and objectives, strong leadership, balanced roles to match skills, and effective conflict resolution. Barriers to innovation are listed as restrictive vertical relationships, poor lateral communication, limited resources, and an unfocused approach.
Unit Two- (MGT 6103)
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.
Unit One- (MGT 6103)
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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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
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留信网认证的作用:
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Unit Eight- (MBA 6103)
- 1. MBA 6103 Managing Innovation Unit 8 Continuous Improvement and Effective Change
- 3. • Uncertainty drives a need for organizational learning and adaptation – resulting in the “Innovation Imperative.” • We often generalize the innovation process – rather than formalize it. • Some firms are more successful implementing a formal innovation plan than others. • Routine processes become engrained and may or may not become a component of a firm’s core competencies. Such routines might not be easily replicable. • Innovation Management is about finding and exploiting effective routines.
- 4. • • Successful innovation is strategy-based Depends upon strong internal and external linkages • Think Value Chain • Requires mechanisms to enable change • Requires a supporting organizational context
- 5. • Address the human side systematically • Start at the top • Involve every layer • Make a formal case
- 6. • Create ownership • Communicate the message • Assess the cultural landscape • Address culture explicitly • Prepare for the unexpected • Speak to the individual
- 7. Strategy 1 – Expand involvement and influence Strategy 2 – Explore possibilities Strategy 3 – Select and align leadership Strategy 4 – Explain the “business case/need” Strategy 5 – Envision the future
- 8. • • • • • • • • • • Ask for forgiveness not permission Do any job needed to make the project succeed Come to work each day willing to be fired Recruit a strong team Ask for advice before resources Forget pride of authorship When bending rules – respect the waterline Honor sponsors Under-promise and over-deliver Stay true to goals, but be realistic * Source: Intrapreneuring in Action: A Handbook for Business Innovation – Gifford Pinchot & Ron Pellman