Wk4 5 assigna-castrodad dr. massey

Leading Change, transformational strategies towards the obtainment of innovative management practices. Transforming, creating and renovating the future of

management.

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Week 4-5/ Group A/Trends and Innovations/ Arturo Castrodad M.B.A.

Synthesis of ideas from week’s 4-5 assigned literature

• Engaging and creating an Organizational Committed Environment.

– Leadership: Developing Trust Rather than Fear (Kleiner, 2002; Barsh, 2008).

– Innovation: New developments in management practices that are now beginning to question modern management as outdated and a higher need of breaking the norm is promoted (Hamel, 2009; Barsh, 2008; Hock,2000).

Synthesis of ideas from week’s 4-5 assigned literature

• Reinventing Management.– Creating a flow of collaborative networks

throughout the organization (Barsh, 2008)• Lowering bureaucracy at corporations thus accelerating

and sharing ideas in the entire company.

• Creating a sense of ownership in employees.

– Depoliticizing decision making process (Hamel 2009). • Employees should feel free to contribute and share

Ideas.

Synthesis of ideas from week’s 4-5 assigned literature

• Rethinking the managerial concept.

– Retrain managerial minds (Hamel, 2009).

– Learn to manage:

• Oneself

• Superior's

• Peer’s and Colleges

• Subordinates (Hock, 2000).

Apparent gaps in the week’s literature

• Gaps in the literature:

– New Concepts:

• Are yet to proven.– New developments are needed in the near future.

• Most of the literature is not peer reviewed.

• Large scale implementations are yet to be implemented and reviewed.

• Ambiguity in concepts, for example;– To what extend should we be flexible or less hierarchical?

Research topic related to the week’s literature

• Leading Change, transformational strategies towards the obtainment of innovative management practices. Transforming, creating and renovating the future of management. – New innovative strategies are needed to confront

today’s ever changing economic environment.

– Enhancing employee’s engagement, commitment, creativity.

– The future of management is in our hands! (Hamel, 2009; Barsh, 2008).

Research topic related to the week’s literature

• Collaborating Culture:

– Clear and concise goals

• Participation among peers.– Sharing and fostering new ideas.

– Employee importance! Becoming part of the team.

– Creating a sense of ownership.

– The right information at the right time (McKinsey Global Survey results, 2008)

Background information on the proposed research topic

• The elimination of bureaucracy at organizations.

– Decentralize models must be implemented but with a level of authority (Hamel, 2009)

– Leadership:

• Has to be fully aware and engage in the transformational process of its company.

• Transformational leadership:– Shown to be the favorite style to promote and sustain change.

Annotated bibliography

• Bloom, N., & Van Reenen, J. (2010). Why Do Management Practices Differ across Firms and Countries?. Journal Of Economic Perspectives, 24(1), 203-224. doi:10.1257/jep.24.1.203

Summary: The article at hand examines the differences in productivity across the international markets in the same type of industry and firms. It calculates that one of the main differences that appear in the study is disparities in management practices. From our week sources theme, we can address that some firms are adopting new innovative ways of management while other are attached to older versions of management practices. During the course of the investigation, the authors will develop ways to interpret why management practices vary across international barriers. The article will show us management practices across markets and why and why not the same management practices are beneficial in every country. The article will not talk about management innovation but will demonstrate the patterns of management instrumentation gaps in each continent and develop a systematic approach towards a more sound explanation.

Choi, M. (2011). Employees' attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500. doi:10.1002/hrm.20434

Summary: Explores the importance of enhancing employee support and ownership of change initiatives. The article interprets each of the following components that include readiness for change, commitment to change, openness to change, and cynicism about organizational change. And failure to attest to each and every one of those constructs will result in a change initiative that was unable to meet its intended aim. Readiness to change is promoted by the employee’s ability to absorb the new changes and view its positive aspects, and that is what the importance of management communication is crucial. Commitment to change in order to get employee from point a to point be manager need to address the importance of employee commitment to change. Commitment to change by establishing the desire of an employee to want to change.

Annotated bibliography

• Chesbrough, H. (2010). Business Model Innovation: Opportunities and Barriers. Long Range Planning 43 (2010) 354-363. doi:10.1016/j.lrp.2009.07.010

Summary: The article at hand explores the importance of innovating new business models in order to channel their new creative and innovative ideas and products into tangible actions. The problem for this article is that sometimes innovations especially technological advances have no business model to channel their production into the open market. That is why the creation and innovation of new business models are important for the diffusion of the innovation.

• Crossan, M. M., & Apaydin, M. (2010). A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature. Journal Of Management Studies, 47(6), 1154-1191. doi:10.1111/j.1467-6486.2009.00880.x

Summary: In the article at hand the authors explore the importance of innovation and how it creates competitive advantages for any firm. The article highlights innovation as more than creating a new pattern or system innovation and much more than a creative process and a widely accepted term of the two roles of innovation, which is a process, that will create a new outcome. It also exacerbates the importance of leadership in the promotion of innovation and its role of speeding the importance of maintaining momentum during the process of innovating all the way to its outcome.

Annotated bibliography

• Julia C. Naranjo, Valencia, Daniel Jiménez, Raquel Sanz-Valle, (2011) "Innovation or imitation? The role of organizational culture", Management Decision, Vol. 49 Iss: 1, pp.55 - 72

Summary: The article at hand determines the importance of organizational culture as a key factor for the obtainment of new knowledge and innovation. To foster a culture of innovation the company needs to attest and influence the behavioral aspects of employees in order to lead them towards the acceptance of an innovation culture. The importance of employee engagement and participation will help the employee feel involve and creating committed employees. It introduces the adhocracy concept was the organizational culture is more flexible and promotes an innovation environment which is most commonly use by companies that are leaders in product innovations.

• Kimberly Stoltzfus, Cynthia Stohl, David R. Seibold, (2011) "Managing organizational change: paradoxical problems, solutions, and consequences", Journal of Organizational Change Management, Vol. 24 Iss: 3, pp.349 – 367

Summary: In the article at hand the authors explore, change management concepts by updating their technological framework and understanding the paradox of its new technological solutions. Engaging the paradox has proven to be more effective than avoiding it as research has shown. The disruption of common practices has to account for the feeling of possible ambiguity among employees if communication and training are not established correctly.

Annotated bibliography

• Neil Paulsen, Victor J. Callan, Oluremi Ayoko, Diana Saunders, (2013) "Transformational leadership and innovation in an R&D organization experiencing major change", Journal of Organizational Change Management, Vol. 26 Iss: 3, pp.595 – 610

Summary: In the article at hand the authors aim to evaluate the essential need of transformational leaders to create change and foster innovation. Transformational leaders are more prone to create an environment of team building organizational change and innovating members that feel ownership for their jobs. Leaders are needed to foster change and innovation by managing teams and creating an ambiance of creativity. Transformational leaders are change agents that attend employee both tasks oriented organizational change as much a personal or individual growth. The essence is to create a culture of commitment and employee engagement that is supposed to foster better communication in the organization and thus creating wealth.

• Tushman, M., Smith, W. K., Wood, R. C., Westerman, G., & O’Reilly, C. (2010). Organizational designs and innovation streams. Industrial & Corporate Change, 19(5), 1331-1366.

Summary: The article at hand explores the challenges of managing efficiency and flexibility while promoting innovation, but also assuring effectiveness and excellence in their products. In this article, we are introduced to a concept called innovation streams that are created to distinguish between discontinue innovation process and incremental innovation process to create a finalized product. It also studies innovation streams and organizational adaptations were companies are set to create technological innovations, through the constant and incremental process of exploring future needs and adapting the organization to face new upcoming challenges that the future trends may hold.

Annotated bibliography

• Vaccaro, I. G., Jansen, J. P., Van Den Bosch, F. J., & Volberda, H. W. (2012). Management Innovation and Leadership: The Moderating Role of Organizational Size. Journal Of Management Studies, 49(1), 28-51. doi:10.1111/j.1467-6486.2010.00976.x

Summary: In the article at hand the authors explore the importance of transformational leaders to promote change and foster innovation in large corporations. Explores the importance of management innovation and its benefits at redefining industry standards. It addresses how management changes towards innovation by how manager set directions, make decisions, coordinates activities and motivate people to pursue creativity and foster change. It states the importance that there are no precedents to what managers are suppose to do, and we are part of this guiding coalition for change and innovation in management practices.

• Wrigth, C., Sturdy, A., Wylie, N. (2012). Management innovation through standardization: Consultants as standardizers of organizational practice Research Policy 41 (2012) 652–662. doi:10.1016/j.respol.2011.12.004

Summary: The article at hand confronts the concept that standardized process are a step back in the less bureaucratic management era. The persistent argument in favor of standardization process to foster innovation is that it will provide a level of structure to account for the immediate implementation and creation of new ideas. In other words allocating human capital and giving them the necessary timeframe and tools and allowing them to implement new knowledge the will eventually create wealth. By standardized innovation, the authors state that they are a set of rules and continuity behavior and actions to ensure proper steps are being accounted for to promote innovation. Then they bring the importance of consultants to promote new worldview practices to encourage people to disrupt their current way of thinking what they call it … a walk in the edge. Management innovation is a new concept, and it will require at least some level of standardization to ensure its implementation.

References:

• Barsh, J. (2008). Innovative management: A conversation with Gary Hamel and Lowell Bryan. (cover story). Mckinsey Quarterly, (1), 24-35.

• Buchanan, D., & Dawson, P. (2007). Discourse and Audience: Organizational Change as Multi-Story Process. Journal Of Management Studies, 44(5), 669-686. doi:10.1111/j.1467-6486.2006.00669.x

• Creating organizational transformations: McKinsey Global Survey results. (2008). McKinsey Quarterly, Organization Practice.

• Hock, D. (2000). The Art of Chaordic Leadership. Leader To Leader, 2000(15), 20-26

• Kleiner, A. (2002). Diary of a change agent. Strategy+Business, (28), 1–5. You may access the article by clicking on the link to the left.

• Hamel, G. (2009). Moon Shots for Management. Harvard Business Review, 87(2), 91-98.