Organizational Innovation is a process of receiving and using new ideas to satisfy the stakeholders of an organization. It is the conversion of new knowledge into new products and services. Organizational Innovation is about creating value and increasing efficiency, and therefore growing business. It is a spark that keeps organizations and people moving ever onward and upward. “Without innovation, new products, new services, and new ways of doing business would never emerge, and most organizations would be forever stuck doing the same old things the same old way. “Innovation here is defined broadly, to include both improvements in technology and better methods or ways of doing things. It can be manifested in product changes, process changes, new approaches to marketing, Continue reading
Modern Management Concepts
Organizational Development through Team Building
There are a variety of situations where new teams are formed. The project based, cross-functional work team has become the basis of industry in the 1990’s. Virtual team organization is rapidly becoming the model for flexibility and agility in organizing quickly and effectively to get jobs done. New teams usually have a clear task focus in the early going and there is usually a clear understanding of the short term goals. The new team members are also generally technically competent and there usually is a challenge in the project that will draw on their technical capabilities. While the early activities of a team are clearly focused on task and work issues, relationship problems tend do develop as they do in Continue reading
Process Consultation
The process consultation view has been advocated by Schein since late 60’s (first edition 1969). It belongs to activities of organization development (OD). OD is one of part of the organization processes which aim improving organizational and individual effectiveness. Process consultation (PC) is one of the OD techniques, enlisted with sensitivity training (self €improvement), survey feedback (introspection),team building (socializing), and role negotiation (changing roles and perception. The main argument of Schein for process consulting is to help people in organizations to help themselves. Process Consultation is the creation of a relationship with the client that permits the client to perceive, understand, and act on the process events that occur in the client’s internal and external environment in order to improve Continue reading
Sensitivity Training
Sensitivity training is a method of laboratory training where an unstructured group of individuals exchange thoughts and feelings on a face-to-face basis. Sensitivity training helps give insight into how and why others feel the way they do on issues of mutual concern. Training in small groups in which people develop a sensitive awareness and understanding of themselves and of their relationships with others. Sensitivity training is based on research on human behavior that came out of efforts during World War II to ascertain whether or not an enemy’s core beliefs and behavior could be modified by the application of certain psychological techniques. These techniques have been gradually perfected over the years by efforts of business and industry leaders to persuade Continue reading
Developing the Internal Capability for Change Management
One of the fundamental challenges facing leaders today is how to regularly transform the business through major change initiatives, with minimum disruption. Change is changing: it is becoming more frequent, radical and complex. Research suggests that 70% of projects fail to secure their anticipated benefits because organizations install new systems, processes or practices, but fail to implement the change fully–people are not sufficiently personally committed to the new ways of working to sustain them. Developing the internal capability for Change Management is an essential step in assuring the successful implementation of any change project. It is also a factor that will enable the organization to continue to optimize its performance in response to changing service demands and new strategic drivers. Continue reading
Mental Modes in Organizational Change
An important aspect of organizational culture is the mindset, influenced by the basic assumptions and core values underlying it. It is the same as in the case of individuals whose thinking and behavior is governed by certain values imbibed through their own life experiences. An organization, at any given point of time, tends to be in a particular psychological state or mental mode, which, in turn, influences its functions, activities, and processes. An organization’s psychological state arises out of its experiences in the business environment in which it operates, the basic assumptions it holds about the environment (markets, customers, technology, community) and itself (mission, strategy, capabilities/competencies), and its operative culture. “A mental mode is the peak of a particular existential/experiential Continue reading