week 12

Week 12:-

Rylatt, Alastair, 2003, Measuring your know-how, in Winning the knowledge game, The McGraw Hill Companies 

Managers now have realised that traditional accounting methods are now inefficient to measure the real impact of people on success of businesses.  Stock market is one of the examples to explain this as there are many other companies who valued more/less than their financial book value. Before few decades value of business is measured by its balance sheet and fixed assets like building, plant and machinery.  This transition began from American company IBM which bought Lotus for its fourteen time book value. Importance now days are given more to intellectual property. People look at perceived value that they contribute to society.  Voluntary organizations are the example of it as they have vey little assets but provide wonderful services to society.  So, know- how factor now has become a big preoccupation for business strategies around the world.  However there are no set criteria to measure them.

In its study to Australian organizations, McKinsey found that only twenty five percent could recognised the importance of intellectual property in their employees, rest  of the companies see them as a cost and not a wealth generator. The reason for this is most of them failed to recognise the importance of intellectual property because it was and still it is very difficult to link between knowledge and innovation to generate performance.  Research is now ongoing on the topic of how intangible assets can be better recorded.  Brand, customer list and technology are the current measurements for it.

Intangible values must be selected very carefully, and displayed in systematic method using matrixes or tables. It must be used across the organization and not limited to one section of businesses. None of the approach can serves all the purposes.  Staff turn over could be the measurement for Human Resource function and for marketing measurement can be annual loss of key.  Customer capital, Human capital, intellectual capital, relationship capital and system performance are five commonly explored intangible values.  Some questions for long term success of businesses are how businesses relate to its customer? How successful the companies are protecting their intellectual properties? Are the businesses able to foster innovation and service delivery? Answers to these questions can ensure long lasting success. When these questions have the answers then we can plan formula for long term expansion, rejuvenation and inspirations.

The given article clearly explains the value of intellectual property in the success of organization. Though there are not clear formulas to measure intellectual property for any individuals but there are some set rules that can at least predict about the innovative nature of individuals. Careful measurement of it can lead future business success.

week 11

Week 11.

Eneroth, K & Larsson, R 1996, ‘The human side of strategic change’, International Studies of Management & Organization, vol. 26, no. 1, pp. 3–15.

Mergers, acquisitions and strategic alliance were booming in 1980. Since then, change in a corporate structure became common considering financial condition of the company. Strategic contraction became famous adopting downsizing strategy. Dynamic environment can be maintained by strategic change like realignment, reengineering, renewal and transformation. It is difficult to exercise them especially for practitioner. Change is always happening in a business involving multitude of marketing, economic, financial and human resource and other management issues.

Human challenges to strategic change:-

It is very difficult to pin point actual, lasting, satisfactory and productive change. Employees’ resistance to change is a big problem for organization.  Delaying and downsizing creates maximum resistance from employees.  The purpose of strategic change is to bring realignment between organization and its environment which leads to survive better and satisfied stakeholders. Knowledge about when, where, when and why an employee resists can teach firm how to better manage firm.  Studies have proven that individuals are different in their preference of change. Change type differ substantially in terms of how inherently hinder or promote empowerment. Many times less threatening strategic change involve more resistance than empowerment. The reason for that could be its span at multiple levels. Culture refers to inter subjectively shared meanings of organizations and societies.  Strategic alteration is viewed as of a micro approach of cognitive growth and reorientation.

Culture and cognitive intersections:-

The difference between the cultural macro-approach and the cognitive micro-approach is to a degree artificial and needlessly restrictive. Culture can be sight as a combined form of cognitive training. Assimilations, integration, values, norms, are the foams of cross cultural interaction. So, mergers and acquisition helps grow multicultural environment in the organization. HRM is seen as conceptual hub around which cultural macro approach and cognitive micro approaches turn. That includes selecting, training, developing and rewarding employees to contribute as much as possible. Team work bridges the group level with cognitive dynamics. How individual pursue as their desirable work life plan is known as career management.

The given article helps me to better understand cognitive and emotional aspects of individual experience to change. It also teaches organizations, leader and individuals how to overcome or minimise the effect cognitive and emotional forces.

week 10

McAdam, R & Keogh, W 2004, ‘Transitioning towards creativity and innovation measurement in SMEs’, Creativity and Innovation Management, vol. 13, no. 2, pp. 126–139

The purpose of the article is to find shift from traditional measures to creativity and innovation measure especially in SME. In today’s competitive era there is an increased need of creativity and innovation. Many times innovation measurement is irrational and reflects its non linear behaviour. Some of the possible types of change are rational, phenomenal, incremental change, radical, qualitative and quantitative. Article suggests that creativity and innovation measurement should be systematically addressed. Manager must no see measurement process as obvious or contradictory within the process of creativity and innovation. The measurement process should be dynamic and changeable that supports the development and creativity.

Most of the SME are founded on the basis single technological advancement. That has helped them building new product or services. Most of the time owners are thinking about innovation, scientist and engineers have traditional thinking than developing exploration competencies. In addition to that lack of supporting creativity and innovation measurement infrastructure such as collection system leads to sure outcomes.  In this situation second generation innovation becomes very necessary. Historical success, data gathering and its analysis are the existing measurement approach. Creative and innovative approach could be possible new data gathering and analysis approach and meaning and sense making approach.

KM approach was found to be engine of measurement for data collection and measurement system. KM approach helped strengthened links with strategy and purposive measurement of creativity and innovation. Measurement review principle is essential in supporting natural flexibility of SME in responding to market needs and changes. Natural flexibility of the organizations helped them in gaining more market opportunities. Multiple case crossing mapping of measurement principle with process element of innovation and creativity have allowed them better understanding the concept. So, implications for managers are double. First is measuring creativity and innovation more strategic and operational importance and not treating them like unknown area. The second implication is that wide range of measurement adopted which can reflect diversity amongst creativity and innovation.

The given article clearly suggests the need for measurement of innovation process which is the aim of week 10 lecture. Good knowledge of the topic and good reading habit is necessary to understand author point of view.

week 9

Senior, B and Fleming J, 2006, The Leadership of Change, in Organisational Change, Prentice Hall

The role of manager who leads the team has a critical role to play in a dynamic organization where innovation is a major factor in a company’s success. The main purpose of article is to find problem related to leading change and different characteristic of management and leadership. Article is also discussing about weather one type of leadership is suitable or there needs to be a constant change in leadership style according to changing situation. Resistance from employees is obvious in change process but at the same time there should be some solid plan to cop with it. Management and leadership both are influenced by organization culture and the way power is distributed.

Management is organization’s formal part and it has responsibilities towards attainments and goals with the help of employees. Employees are the people who use system and adapt to procedures to achieve goal. There are five elements of management, which are planning, organizing, commanding, coordinating and controlling. Leadership is the process of influencing people towards achieving organizational goal. Interpersonal roles, informational roles and the decision are three major grouped managerial roles.  Figurehead, liaison, leader, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator are the different kids of leadership roles.  Intelligence, having an extrovert personality, dominance, masculinity, conservatism and being better adjusted than other non leaders are the factors those distinguish from other leaders.

Studies have shown that for innovation command and control are the old behaviour. In a cut throat competition organization needs to be innovative and for that, they require creative staff. So, the leaders who are masters of harnessing skills of others through collaborative method are more successful than hierarchical. That does not mean soft approach. The whole concept is better understood by ‘E’ and ‘O’ concept. E approach to change is based on economic value while O approach is based on organizational capability.  E approach to change which is also hard approach to change, shareholder value is only legitimate measure of its capability. O approach which also known as soft approach believe that other should be aim to develop corporate culture and human capability through individual and organizational learning.

This article completely matched with week 9 lecture leadership and project management.  This article helps us understanding different role of management and leaders. Article teaches practical consideration of how to design, plan and implement change.

week 8

The medium and the message: communicating effectively during a major change initiative
Goodman, J & Truss, C 2004, ‘The medium and the message: communicating effectively during a major change initiative’, Journal of Change Management, vol. 4, no. 3, pp. 217–28.

Organizations have realised since long that effective and appropriate communication is necessary for the success of programs. In particular level, face to face communication has worked very well for them because that can strongly effect individual’s commitment, morale and retention. However most of the studies have shown that many organizations fail to prepare strategies which support their innovation initiative. In given article authors have shown how two different organizations have implemented change strategies and what the outcome of them to their employees.

Timing of delivering the correct message at right time which matches communication strategies with employees’ profile, effective use of media, flexibility and uncertainties have played a major role in successful communication. Other foams of communication in change management are general bulletins, personal memos or letters and interactive like telephone or video conferencing have also shown their capability for their effective communications. Content of communication deals with what information is conveyed to employees before, during and after change initiative. In a given case study of how two different organizations have communicated their messages shown that employees have felt that they were informed after the event rather than before the event and so they were unable to cop with them. Reinforcement system like reward management were also unsuccessful because employees were not sure about their task and also about its reward.

Evaluation mechanism which includes checking employee’s knowledge about companies is an effective way to know the degree of communication system effectiveness.  Change communication wheel which is divided in four quadrants, messages, media, channel and approach are four aspect of communication where change manager must adopt to the method which suits organization best.  The one method which suits one organization may not suit the other organization. Obtaining individual buy – in, obtaining commitment to change, minimising resistance, reducing employees’ anxiety, sharing information, vision and mission and minimising uncertainty are the potential communication purpose and these purposes will vary over the duration of change programme.

The given article is helping us clearly about advantage of clear communication between employees and employers which is the main purpose of week 8 lecture. However the article fails to explain the role of recruitment and selection process and also role of human resource development in organization innovation strategy.

blog 7

Loewe, P., Jennifer Dominiquini, J., 2006, Overcoming the Barriers to Effective Innovation, Strategy & Leadership, Vol 34 (1)

The given article gives some solution to the companies which are looking for the success and consider innovation as a key factor. The article is advising the organizations to focused on broad dimension rather than focusing only on symptoms and acting on that one cause only and also not to copy best practice blindly. Short term focus, lack of time and resource, unstructured reward policies, and belief that innovation is risky are the major obstacles to innovation. “Innovation Diagnostic” is a good way to pinpoint organization innovation issues and offer possible solution to them. It helps in building a tailored action plan to address key problems. Acting systematically and smartly on all innovation blockages is the best way to achieve desired success for the company. There fore companies looking for innovation must consider following four key aspect i.e. leadership behaviour, management process, culture and values, and people and skills.

The process of innovation has following characteristics, allowing divergence at the front end that helps new ideas generated are not simply re hash of previously done activity, synthesising individual ideas into bigger platform, and use experiments to test critical assumption and refine business model before locking it in. Many times innovation does not work because of not working systematically and strategically. The process of innovation is time consuming so it does not have quick fix solution. So, new techniques like stage gate and idea generation are the very important tools for any organizations.

The given article explains the reasons for company innovation strategy failure and that is because of unsymmetrical step used but the article fails to explain the employee resistant to change and role of senior management in overcoming that resistance. The article also fails to explain role of power and politics in successful implementation of innovation strategies.

week 6

Carnall, C, 2007, Theories of change, in Managing change in organisations, Prentice Hall

The most worrying thing about theories of change is being over theoretical. They are so practical that many times companies without focusing on theoretical part try to follow them and that becomes very complicated for employees to understand what the company is trying to achieve. Technological advancement, globalization, and social changes are making this even more complicated. These practical steps are especially complicated for the companies which have hierarchal structure in their management. For a dynamic environmental environment like where intelligence and creativity is encouraged there are more chances of getting success. At the same time there is increasing need to balance between continual uncertainties.

Virtual organization based model focuses on peer group then working under command group. As there are more chances of getting desired result by using this model. Change requires more flexible response from organization and decentralization is the key for it.

There are some steps that organizations can take for desired changes. Constructive positive critiques are one of them. Language and discourse are at the centre of analysis in postmodernism. And multiple truths are possible. As per stakeholder theory, modern organization must respond to customer concern and must operate within legal framework. It is not obvious to think and write unless the concern resolved.  Frahan had written a history of group study and psycho dynamic organization a study of origins. It discusses the idea that the construction of knowledge and strategy talk may disadvantage those without power. Critical theory seeks to replace so called positive thinking.

Certainly there is growing concern and reorganization that current marketing models are not enough for purpose rather experienced based model help solving problem. The focus of the chapter begins with the argument that there is more to think about organizational change. Since traditional models are too simple especially organizational change requires broader social, cultural and economic context. It is very necessary for an organization first to understand problem and think on solving a problem layer on.

week 6

Carnall, C, 2007, Theories of change, in Managing change in organisations, Prentice Hall

The most worrying thing about theories of change is being over theoretical. They are so practical that many times companies without focusing on theoretical part try to follow them and that becomes very complicated for employees to understand what the company is trying to achieve. Technological advancement, globalization, and social changes are making this even more complicated. These practical steps are especially complicated for the companies which have hierarchal structure in their management. For a dynamic environmental environment like where intelligence and creativity is encouraged there are more chances of getting success. At the same time there is increasing need to balance between continual uncertainties.

Virtual organization based model focuses on peer group then working under command group. As there are more chances of getting desired result by using this model. Change requires more flexible response from organization and decentralization is the key for it.

There are some steps that organizations can take for desired changes. Constructive positive critiques are one of them. Language and discourse are at the centre of analysis in postmodernism. And multiple truths are possible. As per stakeholder theory, modern organization must respond to customer concern and must operate within legal framework. It is not obvious to think and write unless the concern resolved.  Frahan had written a history of group study and psycho dynamic organization a study of origins. It discusses the idea that the construction of knowledge and strategy talk may disadvantage those without power. Critical theory seeks to replace so called positive thinking.

Certainly there is growing concern and reorganization that current marketing models are not enough for purpose rather experienced based model help solving problem. The focus of the chapter begins with the argument that there is more to think about organizational change. Since traditional models are too simple especially organizational change requires broader social, cultural and economic context. It is very necessary for an organization first to understand problem and think on solving a problem layer on.

week 5

Debowski, S, 2006, Learning and development in a knowledge setting, in Knowledge management, John Wiley & Sons Australia, Milton, Qld

In an innovative industry or in company, there is a greater need for knowledge workers to continually learn and grow. At the same time organizations should encourage learning culture amongst employees. An innovative firm tries to provide new and unique ideas and back their employees by giving them on job training, formal and informal learning programs, workshops, induction, orientation and effective e – learning. And this requires partnership between knowledge units and knowledge service.

New practices and knowledge, now a days are more integrated in work practice. Employees should take this as a demand of their work.  This seems easy but in real world it is very difficult. Training, learning and development are key aspect of knowledge management but most of the time they are not well supported. Indicators for measuring them, shows Company’s capacity to innovate. Providing different strategies to meet new challenges for an organization and at the same time proving support to an individual employee to work better and faster, is known as holistic approach. The firm and an individual, both are benefited by this. Employer gets better trained person while employee get a chance to develop their knowledge and skill which will be useful for their next assignment.

Values play an important role in knowledge community and play an important role in building social capital and it supports successful nurturing of communities of practice. Authors have suggested use of authentic learning approach for knowledge leadership development because leadership and management skills are best explored which has a link to real work experience.  Technology is growing with an intension to simplify for end users but for an operator, he or she must be aware of the changes those are happening in technical world. Competency based training may be rejected by employee so, successful trainer should be aware of employee knowledge and experience. The overall development strategy should be focused around organizational goal and this can greatly enhance organization capacity to work. Employee attitude towards work has a major impact total learning process so it is very necessary for an employer to have correct attitude employees.

Blog 2

Supporting innovation through HR policy: evidence from the UK

Searle, RH & Ball, KS 2003, ‘Supporting innovation through HR policy: evidence from the UK’, Creativity And Innovation Management, vol. 12, no. 1, pp. 50–62,

 

Innovation plays an important role in both radical development and in smaller continuous change. Firm’s capacity to survive depends on their ability to innovate in terms of product, process and system. Innovations in terms of their ability to foster develop and utilize their talent in particular to the innovative potential of their employees. And there fore main issue for a firm is to select, develop and motivate individual capable of formulating new ideas and implement them on HR processes like recruitment and selection, training and development and rewards and recognition. They are vital in this respect. Kirton’s  ‘Adaptation-Innovation inventory’ is a good instrument to measure individual’s  capacity to innovate, ‘adaptors’, who are ‘doing things better’ and
‘innovators’, who are ‘doing things differently.

 

In this article, the authors of the article have explored the link between innovation in HR practices used to develop such activities and assess type and level of the employees targeted. Over 80% of firms regarded innovation as critical and important but most of the firms use very limited tools to identify and support innovation. Many firms fail to translate and apply this in HR policy though they know the importance of innovation. The other discouraging thing is that, most of the innovative ideas are used for non – technical employees and junior level management while senior level management are neglected who are the strategic makers and most important employees. The senior management employees are expected to have innovative ideas.

 

The report contradicts with lecture in terms that innovation should be applied to all level of management but in most of the firms it is limited to non – technical employees with negligible importance to senior management. The article explained the importance of innovation but there are many untouched areas like components of innovation process, issues in strategy making and cultural influence in strategy making.