Fundamentals of Managment

8/3/2019 Fundamentals of Managment

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FUNDAMENTALS OFFUNDAMENTALS OF

MANAGMENTMANAGMENTTOPICTOPIC

INNOVATING CHANGEINNOVATING CHANGE

PRESENTED BYPRESENTED BY

SANA SHABBIR ROLL # 06SANA SHABBIR ROLL # 06

ASIF BASHIR ROLL # 07ASIF BASHIR ROLL # 07

KAMRAN KHURSHID ROLL # 08KAMRAN KHURSHID ROLL # 08

ASIF ALI SHAH ROLL # 09ASIF ALI SHAH ROLL # 09

MADIHA AFZAL ROLL # 10MADIHA AFZAL ROLL # 10


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WHAT IS CHANGE?WHAT IS CHANGE?


SANA SHABBIRSANA SHABBIR

ROLL # 06ROLL # 06


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CHANGECHANGE

Change is an alternation of an organizationsChange is an alternation of an organizations

environment structure, technology, or people.environment structure, technology, or people.

Change is an organization realityChange is an organization reality

It is an integral part of every managers job.It is an integral part of every managers job.


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FORCES FOR CHANGEFORCES FOR CHANGE

There are two factors which constrain change.There are two factors which constrain change.

These areThese are

External factorsExternal factors Internal FactorsInternal Factors


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THREE CATEGORIES OFTHREE CATEGORIES OF

CHANGECHANGE

EXTERNAL

FACTORS

Structure

Authority relationships,

Coordinating

mechanisms

Job redesign

Spans of control

Technology

Work process

Work methods

Equipment

PeopleAttitudes

Expectations

Perceptions

behaviour


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INTERNAL FACTORSINTERNAL FACTORS

Organizational StrategyOrganizational Strategy

EquipmentsEquipments

The workforceThe workforce Employee attitudeEmployee attitude


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CHANGE AGENTCHANGE AGENT

A person who initiates and assumes theA person who initiates and assumes the

responsibility for managing a change in anresponsibility for managing a change in an

organizationorganization


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TWO VIEWS OF THE CHANGETWO VIEWS OF THE CHANGE

PROCESSPROCESS Two metaphors are used often to clarify theTwo metaphors are used often to clarify the

change process.change process.

These areThese are Calm waters metaphorCalm waters metaphor

WhiteWhite--water rapids metaphorwater rapids metaphor


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CALMWATERS METAPHORCALMWATERS METAPHOR

A description of traditional practices in andA description of traditional practices in and

theories about organizations that likens thetheories about organizations that likens the

organization to a large ship making aorganization to a large ship making a

predictable trip across a calm sea andpredictable trip across a calm sea and

experiencing an occasional storm.experiencing an occasional storm.


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WHAT IS CALMWATERWHAT IS CALMWATER

METAPH

ORMETAPH

OR According to LewinAccording to Lewin

Successful change requires unfreezing theSuccessful change requires unfreezing thestatus, quo, changing to a new state, andstatus, quo, changing to a new state, andrefreezing the new change to make itrefreezing the new change to make itpermanent.permanent.

The status quo can be considered anThe status quo can be considered an

equilibrium state.equilibrium state. Unfreezing is necessary to move from thisUnfreezing is necessary to move from this

equilibrium.equilibrium.


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THREEWAYS TO ACHIEVETHREEWAYS TO ACHIEVE

The driving force, which direct behaviourThe driving force, which direct behaviour

away from the status quo, can be increased.away from the status quo, can be increased.

The restraining forces, which hinderThe restraining forces, which hinder

movement from the existing equilibrium, canmovement from the existing equilibrium, can

be decreased.be decreased.

The two approaches can be combined.The two approaches can be combined.


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KURT LEWINS THREE SPTEPKURT LEWINS THREE SPTEP

DESCRIPTIONDESCRIPTION

UnfreezingUnfreezing RefreezingRefreezingChangingChanging

The Change ProcessThe Change Process


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WHITEWHITE--WATER RAPIDSWATER RAPIDS

METAPH

ORMETAPH

OR

A description of the organization as a smallA description of the organization as a small

raft navigating a raging river.raft navigating a raging river.


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WHAT ISWHITEWHAT ISWHITE--WATERWATER

RAPIDS METAPH

OR?RAPIDS METAPH

OR? Environments are both uncertain and dynamic.Environments are both uncertain and dynamic.

The stability and predictability of the calmThe stability and predictability of the calmwaters do not exist.waters do not exist.

Disruptions in the status quo are not occasionalDisruptions in the status quo are not occasionaland temporary, to be followed by a return toand temporary, to be followed by a return tocalm waters.calm waters.

Many of today's mangers never get out of theMany of today's mangers never get out of therapids.rapids.

They face constant change.They face constant change.


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DOES EVERY MANAGER FACEDOES EVERY MANAGER FACE

CH

ANGE?CH

ANGE? Change and managers role varies fromChange and managers role varies from

industry to industry.industry to industry.

As management writerAs management writer

Tom Peters saysTom Peters says

If it aint broke,

you just havent

looked hard

enough.Fix it anyway


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KAMRAN KHURSHIDKAMRAN KHURSHIDROLL # 08ROLL # 08

TOPICTOPICWhy Is It Critical for Leaders andWhy Is It Critical for Leaders and

Managers to Be Successful atManagers to Be Successful at

Organizational ChangeOrganizational Change


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Why Is It Critical for Leaders andWhy Is It Critical for Leaders and

Managers to Be Successful atManagers to Be Successful atOrganizational Change?Organizational Change?

Significant organizational change occurs, forSignificant organizational change occurs, for

example, when an organization changes itsexample, when an organization changes itsoverall strategy for success, adds or removes aoverall strategy for success, adds or removes a

major section or practice, and/or wants tomajor section or practice, and/or wants to

change the very nature by which it operates.change the very nature by which it operates.


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Are you tryingAre you trying to bring about lasting change in yourto bring about lasting change in your

business or notbusiness or not--forfor--profit? Or perhaps you areprofit? Or perhaps you are

bringing in visioning and values, knowledgebringing in visioning and values, knowledge

management, customer charters or any one of amanagement, customer charters or any one of anumber of other change initiatives that modernnumber of other change initiatives that modern

organizations can choose from. If you answered yes,organizations can choose from. If you answered yes,

you are not alone.you are not alone.

Organizational changeOrganizational change


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The rate of organizational change has notThe rate of organizational change has notslowed in recent years and may even beslowed in recent years and may even beincreasing.increasing.

The rapid and continual innovation inThe rapid and continual innovation intechnology is driving changes totechnology is driving changes toorganizational systems and processes. Witnessorganizational systems and processes. Witnessthe startling growth of the internet, which isthe startling growth of the internet, which isenabling much faster and easier access toenabling much faster and easier access toknowledgeknowledge

Organizational Change ManagementOrganizational Change Management


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And, of course, globalization has seen theAnd, of course, globalization has seen the

tearing down of previous international markettearing down of previous international marketbarriers. It is no wonder that relentless changebarriers. It is no wonder that relentless change

has become a fact ofhas become a fact of

organizational life.organizational life.


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Adopting a principled approach that displays

integrity and engenders openness and trust willsee your change program through the hard times.

Adopting these principles in both spirit and

practice will enhance significantly

your chances of success. These principles are:

Change Management Principles


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SponsorshipSponsorship

The change program has the visible supportThe change program has the visible support

of key decisionof key decision--makers throughout themakers throughout theorganization and resources are committedorganization and resources are committed

to the program.to the program.


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PlanningPlanning

is conducted methodically before programis conducted methodically before programimplementation and committed to writing.implementation and committed to writing.

Plans are agreed with major stakeholders andPlans are agreed with major stakeholders and

objectives, resources, roles and risks areobjectives, resources, roles and risks are

clarified.clarified.


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MeasurementMeasurement

Program objectives are stated inProgram objectives are stated in

measurable terms and program progress ismeasurable terms and program progress ismonitored and communicated to majormonitored and communicated to major

stakeholders.stakeholders.


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EngagementEngagement

Stakeholders are engaged in genuine twoStakeholders are engaged in genuine two--

way dialogue in an atmosphere of openness,way dialogue in an atmosphere of openness,mutual respect and trust.mutual respect and trust.


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Change must involve the people changeChange must involve the people change

must not be imposed upon the peoplemust not be imposed upon the people


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ASIF ALI SHAHASIF ALI SHAH

ROLL # 09ROLL # 09TOPIC:TOPIC:


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STIMULATING INNOVATIONSTIMULATING INNOVATION


MADIHA AFZALMADIHA AFZAL

ROLL # 10ROLL # 10


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INNOVATIONINNOVATION

A new idea applied to initiating or improving aA new idea applied to initiating or improving aproduct, process or servicesproduct, process or services


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DIFFERENCE BETWEENDIFFERENCE BETWEEN

CREATIVITY & INNOVATIONCREATIVITY & INNOVATION

Creativity is the ability to combine ideas in aCreativity is the ability to combine ideas in a

unique way or to make unusual connectionsunique way or to make unusual connections

between ideas.between ideas.

WhileWhile

Innovation is a process of taking a creativeInnovation is a process of taking a creative

idea and turning it into a useful product,idea and turning it into a useful product,

service or method of operation.service or method of operation.


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PROCESS OF CREATIVITYPROCESS OF CREATIVITY Inborn or needs training?Inborn or needs training?

It is a fourfold processIt is a fourfold process

11--Perception:Perception:

Involves the way you see things.Involves the way you see things.

22--Incubation:Incubation:Involves the collection of data that is stored, retrieved,Involves the collection of data that is stored, retrieved,studied reshaped and finally molded into something new.studied reshaped and finally molded into something new.

33--Inspiration:Inspiration:

When all your efforts successfully come together.When all your efforts successfully come together.44--Innovation:Innovation:

It involves taking that inspiration and turning it into aIt involves taking that inspiration and turning it into auseful product, service or way of doing things.useful product, service or way of doing things.


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MANAGERS ROLE INMANAGERS ROLE IN

FOSTERING THE INNOVATIONFOSTERING THE INNOVATION

Sources Of Innovation:Sources Of Innovation:

These areThese are

Organizations structureOrganizations structure Culture &Culture &

Human Resources.Human Resources.


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STRUCTURAL VARIABLESSTRUCTURAL VARIABLES

Organic structure positively influenceOrganic structure positively influence

innovation.innovation.

Easy availability of plentiful resources.Easy availability of plentiful resources.

Frequent inter unit communication helps toFrequent inter unit communication helps tobreakdown possible barriers to innovation.breakdown possible barriers to innovation.


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ORGANIZATIONS CULTUREORGANIZATIONS CULTURE

EFFECT INNOVATIONEFFECT INNOVATION

Seven characteristics of innovative culture areSeven characteristics of innovative culture are

11--Acceptence of ambiguityAcceptence of ambiguity

22--Tolerance of the impracticalTolerance of the impractical

33--Low external controlsLow external controls

44--Tolerance of riskTolerance of risk

55--Tolerance of conflictTolerance of conflict

66--Focus on ends rather then on meansFocus on ends rather then on means

77--Open system focus.Open system focus.


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HUMAN RESOURCEHUMAN RESOURCE

These variables affect innovation in this wayThese variables affect innovation in this way

Active promotion of training & developmentActive promotion of training & development

Offer high job securityOffer high job security

Make them idea championsMake them idea champions(Common personality characteristics of champions)(Common personality characteristics of champions)

Extremely high selfExtremely high self--confidenceconfidence

PersistentPersistent

EnergeticEnergetic

Have a tendency to take risksHave a tendency to take risks

Dynamic leadershipDynamic leadership

Inspire and energize othersInspire and energize others

Gain commitment of others to support their mission.Gain commitment of others to support their mission.


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HOW CAN YOU DEVELOP THEHOW CAN YOU DEVELOP THE

SKILL OF CREATIVITY?SKILL OF CREATIVITY? It is a frame of mind. You need to open your mind upIt is a frame of mind. You need to open your mind up

to new ideas.to new ideas.

STEPS IN BECOMING MORE CREATIVE:STEPS IN BECOMING MORE CREATIVE:

Step 1:Step 1:Think yourself as creative.Think yourself as creative.

Step 2:Step 2:

Pay attention to your intuition.Pay attention to your intuition.

Step 3:Step 3:Move away from your comfort zone.Move away from your comfort zone.

Step 4:Step 4:

Engage in activities that put you outside your comfortEngage in activities that put you outside your comfortzone.zone.


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STEPS (Contd..)STEPS (Contd..) Step 5:Step 5:

Seek a change of scenerySeek a change of scenery

Step 6:Step 6:

Find several right answersFind several right answers

Step 7:Step 7:Play your own devils advocate.Play your own devils advocate.

Step 8:Step 8:

Believe in finding a workable solution.Believe in finding a workable solution.

Step 9:Step 9:Brain storm with others.Brain storm with others.

Step 10:Step 10:

Turn creative ideas into action.Turn creative ideas into action.


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CONCLUSIONCONCLUSION

Fundamentals of Managment

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