In this article Alastair (2003), explains sustainable business development (SBD) is the conversion from the self-interested and challenging business philosophies of the twentieth century to a more comprehensive, clear, innovative, and rewarding management build that focuses on creating value and maintaining total satisfaction for all parties. It is an ideal that sets the stage for immediate actions and initiatives and provides guiding principles for making decisions that will create the desired future, a future that meets the expectations of the external business environment and fulfils the balanced objectives of the organisation.

Most significantly, SBD pertains to the present and the future. Organisations have to explore, assess, and exploit sustainable solutions in the present period in order to move toward the ultimate solutions of the future. The author suggests while it would be ideal to simply find the ultimate solutions that eliminate all problems and maximise all benefits, such outcomes are not possible in the immediate term.

Inclusiveness is one of the essential aspects of SBD. It is vital for ensuring that decision-malting includes all dimensions, all constituencies, and all effects and impacts, both positive and negative.

Innovation links thinking and action. Improvements and enhancements are realised through creative thinking, engagement and investment of time, money, and effort. Inventing the future is about creating new solutions that are superior to the old ones using a platform for continuous improvement.

Leadership is proving to be a powerful expression of management’s willingness to invest in SBD and lead positive change. SBD is a new way of thinking, strategising, behaving, and achieving. It is leadership that integrates the whole system into an effective mechanism for leading change and realising value creation.

Finally, in this article the author has reflected his findings on inventing the future through enterprise thinking and sustainable business development. In addition, from my point of view this article has also imitated the learning outcomes of week 12 module which reflects on the lessons learned in an organisation and how to better manage the next step in the process.

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

This article studies the influence of participation on a set of dimensions related to experiencing and sustaining innovation and change. In this article the author studies that participation is to have a number of positive effects on the strategy process. Particularly, it is implicit that involvement of individuals affected by a change in strategy will diminish organisational resistance and will build a higher level of psychological commitment among employees towards the proposed changes.

This article also addresses the knowledge gap related to participation in strategic change by focusing on two interrelated research questions. First, it investigates the relationship between two forms of participation, consultative participation and the right to veto a decision, on change goal achievement, resistance to change, and post change organisational commitment.
Second, the author tries to establish to what degree the effects of participation depend on the context in which the approach is applied. The author focuses on the following aspects of the change to be implemented: the degree to which the change is compatible with the organisation’s culture; the degree to which the change is intended to lower costs; and to what extent the change will lead to more or less job variety.

In addition, participation also leads to qualitatively better strategic decisions. On the whole, these consequences are assumed to lead to successful implementation of strategic change.

Finally, in this article the author has reflected his findings on influence of participation on a set of dimensions related to experiencing and sustaining innovation and change. In addition, from my point of view this article has also imitated the learning outcomes of week 11 module which reflects on the employees experiencing and sustaining innovation and change in organisations. Also, how and why organisation needs to propose change which will lead to an advantage for the organisation.

Reference:
Lines, R., 2004, ‘Influence of participation in strategic change: resistance, organizational commitment and change goal achievement’, Journal of change management, Vol.4, No.3, pp, 193-215.

The aim of this article was to explore the transition, from traditional measures to that of innovation and creativity measures, within a multiple case-study on small-medium-enterprises (SME’s). The literature section attained that innovation and creativity measurement ought to be systematically addressed if this area of learning is to become an essential part of an SME’s strategy for increased competitiveness. The authors suggest that these measurements must not be seen as conflicting and interfering within the process of creativity and innovation; but as an alternative, the measures should be vibrant, dynamic and unpredictable.

On the whole, the investigation into the transitional dynamics of creativity and innovation measurement has revealed that the multiple case cross-mapping of Neely et al.’s (2000) measurement principles with the process elements of creativity and innovation has directed to a broader and deeper understanding. It is hence concluded that the measures are not the final point but a forceful phenomena that must be continually reviewed and developed during the transitional period when creativity and innovation is developed. The authors state that the implication for managers in organisations is in twofold. First, the significance of measuring creativity and innovation must be given more operational and strategic importance, rather than being dealt as unfamiliar district. Second, a broad range of measures should be taken on, reflecting the diversity within creativity and innovation.

Finally, in this article the authors have reflected its findings in creativity and innovation measurement in SME’s. In addition, from my point of view this article has also imitated the learning outcomes of week 10 module which reflects the differing contributions of process and outcome measures to understanding innovation and change.

References:

McAdam, R., and Keogh, W., 2004, Transitioning towards creativity and innovation measurement in SMEs, Journal of creativity and innovation management, Vol. 13, no: 2, pp. 125-138.

Neely, A., Mills, J., Platts, K., Richards, H., Gregory, M., Bourne, M. and Kennerley, M. (2000) Performance measurement system design: developing and testing process-based approaches. International Journal of Operations and Production Management, 20(10), 1119–1145.

Leaders are individuals who know how objectives can be met, they emphasised in quality rather than numbers and they empower employees to perform to the best of their ability. Leadership is very important in order to manage change and this can only be achieved with the right change management leader.

Furthermore a change management leader needs to have transactional and transitional skills. Transitional leaders focus to the future and they try to enable the company to take the vision and convert it to something real which can be accomplished. Transitional leadership helps the business to move from the existing way which things are done to a new way.

The author discusses that the management and leadership of organisations is practiced through formal organisational structures with their associated rules and regulations. In addition, it is also reflected that the practice of both management and leadership is also influenced by, an organisation’s culture, the way power is distributed and the approach taken to conflicts in organisations. As a result management and leadership are both parts of the formal and informal characteristic of organisational culture.

Regardless of which set of leadership theories gain consideration, it is becoming evident that leading change requires more than the command and control behaviours when organisations operate in steady predictable environments. As a result it is possible to conclude that leadership can be used in a number of different ways within the change process. Researchers argue that the key issue in managing change process is to have a skilful and effective leader. Additionally, it is noticed that transformational leader is the most suitable in order to understand and manage organisational change process.

Finally, in this article the authors have reflected its findings on managing leadership and the change initiative. In addition, from my point of view this article has also imitated the learning outcomes of week 9 module which reflects the role of leaders and impact of different leadership styles in change process.

Reference,
Senior, B., and Fleming, J., 2006, Organisational change, 3rd edition, Pearson Education Limited

For a period of time implementation of organisational change has long been challenging. Over the period two approaches have been developed, the authors suggest the participative approach which assumes employee support is a prerequisite of a change. On the other hand unilateral approach argues that behaviour must be changed first and then attitude will follow.

Across the past century many change implementation approaches have been mastered, most falling into the two broad categories of participative or unilateral implementation. Participative approaches consist of sensitivity training, organisational development, participation, teams and job redesign, whereas unilateral implementation is often achieved through technological solutions such as measurement and automation, system and process redesign, and the restructuring of communication.

This article also suggests two opposing assumptions about the relationship between attitude and behaviour underlie the participative and unilateral approaches. The participative approach assumes that changed attitudes play a causal role in changing behaviour. A key method of attitude change in the participative methods is the generation of support for the change among the workforce. Without prior support change is viewed as unlikely to succeed; it is believed that the attitude of the workforce determines their performance in the changing organisation. The opposite causal assumption underlies the unilateral approach. In this case forced changes to behaviour are assumed to cause a shift in attitudes about the change. The successes experienced by the workforce from forced changes will ultimately lead to workforce satisfaction and support.

Finally, in this article the authors have reflected its findings on implementing change matching implementation methods and change type. In addition, from my point of view this article has also imitated the learning outcomes of week 8 module which reflects the various approaches to the implementation if innovation and change strategy. Finally, this paper also reflects on the role of communications and communications plans in enabling change in organisations.

Reference

Waldersee, R. and Griffiths, A., 2004, ‘Implementing change: matching implementation methods and change type’, Journal of leadership and organisation development, Vol.25, no.5, pp. 424-434.

In this article the author suggest that the essential message is conflict, power, and politics are natural outcomes of organising. Differences in goals, backgrounds, and tasks are essential for organisational excellence, but these differences can lead groups into conflict. Managers in organisations use power and politics to resolve and manage conflicts. In this article two views of organisation were presented. The rational model of organisation which assumes that organisations have specific goals and those problems can be logically solved. On the other hand, the political model of organisation is the fundamental base for this article relating to conflict, power and politics. This analysis assumes that the goals of an organisation are not precise or agreed upon. Departments in organisations have different values and interests, hence managers come into conflict. The author views that the decisions are made on the basis of power and political influence.

The article also discusses the vertical and horizontal sources of power. Vertical sources of power include formal position, resources, control of decision premises, and network centrality. Generally, managers at the top of the organisational chain of command have more power than people at lower levels. Conversely, positions all along the chain of command can be designed to increase the power of employees. As organisations face increased competition and environmental uncertainty, top executives are finding that increasing the power of middle managers and lower-level employees can help the organisation be more competitive.

Managers can use political tactics such as expanded networks, coalition building, and control of decision premises to help departments achieve desired outcomes. Nonetheless, politics is often needed to achieve the legitimate goals of organisations. The three areas in which politics often plays a role are structural change, management succession, and resource allocation because these are areas of high uncertainty. Tactics for enhancing collaboration include confrontation and negotiation, intergroup consultation, member rotation, and shared mission.

Finally, in this article the author has reflected its findings on conflict, power and politics an organisation. In addition, from my point of view this article has also imitated the learning outcomes of week 7 module which describe the intertwined concepts of power and resistance to change. This article also reflects on the role of organisational politics in innovation and change. Finally, it explains contribution of both social and organisation theory to our understanding of power.

Reference
Daft, R., 2007, Organisation Theory and Design, Vanderbilt University, Thomson Corporation, 9th ed.

In this article the authors review the conceptual and theoretical foundation of new forms of organising has provided firstly to expose that new forms of organising are not necessarily all innovative. Essential innovative change in organisations has been an understanding assumption in every phase of management history. However, it is complex to ignore the experiential evidence that the rate of change is increasing due to technological advances, globalisation, and the ascendance of the knowledge worker in the industrialised world.

The planning, organising, coordinating and controlling functions consisting in an organisation facilitate bi-directional feedback between conforming and enabling dualities, the latter guiding the responsive, innovative, dynamic process and the earlier providing the supporting mechanisms to ensure efficiency, timely planning, and controllability. Organisations have faced with increasing environmental complexity and uncertainty, which has urged organisations to replace traditional bureaucratic structures with more responsive and flexible forms of organising. On the contrary, the emerging contradiction is that experimentation and exploration, features of new forms of organising, benefit from the planning, coordinating and direction setting mechanisms that strengthen traditional forms of organising. It is for that reason important to recognise the complementary and distinctive features of traditional and new forms of organising. This demands a dualities-sensitive perspective which encourages, rather than tries to resolve, a constructive pressure between seemingly contradictory organising forms such as efficiency and flexibility, control and autonomy, networks and hierarchy, diversification and focus. Managing continuity and change through forms of organising becomes vital to building strong organisations.

Finally, in this article the authors has reflected its findings on the balancing continuity and change through forms of organising; in addition from my point of view this article has also imitated the learning outcomes of week 6 module which describe the interplay between change paths and change tools. Also, describe the differences between contingency and systems theories as applied to organisational change. And number of approaches to managing change and the strengths and weaknesses.

Reference

Graetz. F and Smith. A., 2006, ‘Balancing continuity and change through forms of organising’, ANZAM 2006 Conference.

Learning and development in a knowledge setting

To reach a high level of performance, leaders of an organisation need to apply principles and insights that enable all employees to utilise their creative, meaningful, and motivating attitude into the workplace. With basic principles and insights, organisational learning can be the structure or backbone that creates success.

The function for learning and development in an organisation is distributed between the individual and organisational agents; such as management, the knowledge service and operational units. Successful workplaces seek to build up a wide range of supportive processes for members including: formal learning programs, on-the-job training, e-learning, induction and orientation approaches, action learning and authentic learning. Growth and development are a constant holistic process which helps employees to congregate the ongoing challenges associated with working in a knowledge environment. In the direction of functioning successfully, organisations must initiate comprehensive approach which needs to be supported both locally and centrally.

The author also suggests that the learning context reflects the type of learning and development that needs to be cultivated; this paper has acknowledged that many factors affect successful learning. Various influences can either impede or enhance learning and it transfers to the work activities of the individual. Organisations which desire to encourage ongoing learning and development need to be conscious of these factors and their interrelatedness and plan for their management in any learning process.

On the whole development strategy should be carefully planned around the organisational context and the knowledge community to ensure it is both comprehensive and complete. Careful development in the form of skills audits, user analysis and a learning framework can greatly improve the overall effectiveness of the organisational strategy. The individual’s own planning for learning and development is also an important component of effective knowledge management.

Empowerment of an organisation’s employees is also the key to approaching the concept of organisational learning. Empowering employees in this way only creates the motivation for them to want to achieve the goals set by the organisation. For this concept to occur, an organisation needs to create a shared vision, or goal, within its culture, that focuses on the importance of learning, and also incorporates a commitment to shared learning.

Finally, in this article the author has reflected on the function for learning and development in an organisation; in addition from my point of view this paper has also imitated the learning outcomes of week 5 module which describe what organisations should do to ensure their continuing ability to innovate and change; the week 5 learning discusses the relevance of the learning organisation for ongoing innovation and identifies examples of innovation-specific learning opportunities.

Reference

Debowski.S., 2006, Knowledge Management, 1st ed, John Wiley & Sons Australia, Ltd

Supporting Innovation through HR Policy: Evidence from the UK

This article concentrates on the relationship between the importance of innovation for organisations and their human resources policy. On the scenario of the survey findings in this article, it is studied that the coherence of organisations utilisation of HR recruitment, training and performance management policies is to maintain and improve firms’ innovation performance.

With applying a social psychological perspective, the authors place their findings in two diverse areas; the psychological literature, that is studying the measurement of innovation, and second, reflecting to the wider organisational objectives incorporation of distinct HR policy elements.

The figures and surveys in the article suggest that organisations whilst attaching importance to innovation; fail to consistently translate the importance into logical HR policies. In general, HR policy rewards non-managerial employees for innovation, at the same time managerial staff were expected to do so as a matter of course. This inconsistency is one source of resistance which causes the obstruction in generation of new ideas and their implementation in the whole organisation.

The authors also apply a survey methodology; and have considered whether organisations logically apply HR policy to promote innovation. The end result of the research has established that organisations utilise a limited range of HR tools to identify and support innovation, through recruitment, training and performance management. In addition it was establish that the surveyed organisations, whilst attaching importance to innovation, fail to consistently translate and apply this in HR policy.

Finally, in this paper the authors were particularly clear that organisations are encouraging their non-managerial employees to be innovative, the lack of attention paid to middle and senior managers possibly with an implicit expectation that they should also be innovative; which will maintain an HR policy approach filled with resistance and misunderstanding about the implementation of new ideas.

In this article the authors have provided an overview on the importance of innovation for organisations and their human resources policy; this article has reflected on the module 4 learnings:  the key components of an innovation process model,  framework for analysing a corporate innovation strategy and discusses how organisational culture influences strategy development.

Reference

Searle, R. and Ball, S., 2003, ‘Supporting Innovation through HR Policy: Evidence from the UK’, Journal of Creativity and innovation management, Vol. 12, No.1, pp. 50-62.

A vital outcome from this article illustrated in this synopsis is that occupational environment quality does seem to have an effect on the level of innovation and creativity in workgroups and organisations. In addition, the analysis in this article has shown that there are various tools for evaluating these environmental factors, especially the Team Climate Inventory (TCI) and the KEYS. These tools may be used to serve several purposes, not only to evaluate the level to which a work environment promotes innovation and creativity, however also to measure the effects of environmental improvement efforts.

Furthermore, in addition of the several dimensions, the instruments can further facilitates to specify which areas within a workgroups or organisations are working fine and which ones require enhancement, as a result helping consultants and managers to recognise directions for action.
In today’s ongoing rapidly changing modern world, where most organisations understand a need for refurbishing, renovating and rethinking, the need for instruments is very vital which can assess to what extent a particular work environment promote creativity and innovation.
The various instruments for measuring work environments contributing to creativity and innovation described in this article represent responses to this need; four instruments were reviewed, two measuring work environments related to creativity, and two measuring work environments related to innovation.

The four measuring work environment measuring instruments place stronger emphasis on promoting factors than on impeding factors. Only two of the instruments include separate impediment factors they are (CCQ – “conflicts,” KEYS – “organisational impediments” and “workload pressure”). On the other hand, both promoting and impeding factors have been studied in the innovation and creativity research literature. As a result, a stronger importance on impeding factors could improve the quality of the instruments. The theme of support is reflected in all instruments, and most of the study evaluation demonstrated that it precisely predicts creativity or innovation in teams or organisations

Other vital issues that have repeatedly appeared in this article are; exchange of opinions or ideas; constructive controversies; freedom; challenges at work; trust and safety; team participation and collaborative idea flow; and open relationships between colleagues, as well as between supervisor and subordinates. Most of these issues have demonstrated predictive value in relation to creativity and innovation.

Reference

Mathisen, G. and Einarsen, S. 2004, ‘A Review of Instruments Assessing Creative and Innovative Environments within Organisations’, Creativity Research Journal, Vol. 16, No. 1, pp. 119–140.