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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?
PRESENTED BYPRESENTED BY
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
PRESENTED BYPRESENTED BY
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