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(Implementing innovation and change (perceived performance gap (results…
Implementing innovation and change
perceived performance gap
results out of line with expectations
many see disruption at centre of role
focus on inputs, transformations and outputs
external environment main driver
customers, shareholders, competition
models and perspectives to gain insight
external changes threaten a performance gap - results not meeting expectations
performance imperatives - flexibility, innovation and efficient operations
depends on making internal changes - when people perceive elements of the internal context obstruct external expectations
Path goal theory
Leader behaviours - supportive, participative, directive
work environment - task structure, formal authority system, workgroup characteristics
subordinates - characteristics, abilities, needs
all contribute to appropriate leadership style
outcomes - acceptance, satisfaction, motivation, performance
Interaction of change and context
people interpret contexts and shape project
people initiate project to change context
changes become new context
continuous interpretation and interaction between context and successive change projects
Organisational support factors
strategy 0 innovation explicitly called for in the corporate strategy
structure - roles and jobs are defined to aid in innovative behaviour
style - management empowers the workforce to behave innovatively
support - IT systems are available to support innovative behaviour
Resources for creativity
style of thinking
personality
motivation
environment
The 4 Ps of innovation
Product innovations - changes or enhancements to the
features
of the things that the organisation sells
process innovations are changes in the processes that
create
the product that sold or deliver the service that the customer buys
position innovations are changes in the way that the product of service offering is
targeted
paradigm innovations are changes in how companies
frame
what they do
Integrating themes
Entrepreneurship
delegation valuable to an entrepreneur as it is to large business
creativity and innovation basis of entrepreneurship
Sustainability
managers promoting this goal will need to influence others
search for this offers opportunities to innovators - reduce waste
Internationalisation
national cultural values affect usefulness of influence tactics
companies want to encourage local innovation, but also to avoid wasteful duplication
Governance
Targets of influence may respond by using their skills and power to attain objectives
financial crises show the dangers of innovation, when not balanced by governance systems
outcomes
resistance
description
target opposed to the request and actively tries to avoid carrying it out
commentary
may try to dissuade influencer from persisting- may seek support from others to block the influence attempt
Compliance
target does what is asked but no more no enthusiasm
may deliberately let things go wrong - may be enough in some situations
identification
target does as requested to maintain valued relationship
only agreeing because request comes from that person, no wider commitment
internationalisation
target internally agrees with request and commits effort to make it work
most successful outcome
Organisational influences
cultural
respect for creativity and change
debate and exchange part of job
physical arrangements help direct contract
structural
organic structure
availability of resources
systems to support innovation
human resource management
recruitment and selection - priority to creative people
job security
incentives and rewards
models of change
Political
change often threatens established interests
success depends on
building power sources
creating alliances and coalitions
manipulating information to support position
political process
emergent
takes place in uncertain context and unrealistic to expect outcomes to be close to plan
success depends on
learning during the project
adapting to changing conditions
managing interest groups
plan, but be ready to change
participative
change relies on those affected being willing to cooperate with the change
success depends on
developing ownership and commitment
consulting widely for ideas
a democratic process
Models
Traits
assumption - some people have identifiable personal attributes that make them effective
limitations - effect of other variable
often used for selection criteria
situational models
trait and behavioural models ignore context
situational models propose that effective influence depends on using an approach that is suitable for the circumstances
Behavioural
leader behaviour
initiating structure
allocating specific tasks, setting standards, scheduling
consideration
expressing appreciation, helping and approachable
Why study influencing
depends on influencing others
helps choose approach for context
consider alternatives
Life cycle
models of change
change goes through series of steps
success depends on managing those efficiently
rational process
initial concept of need - customer, sales engineering, design, plan and schedule, purchase goods and services, make or build, test and commission, customer, use and disposal
History and Levels
context has several levels
e.g. corporate, divisional and work unit
changes at one level may have unintended effects at other levels
Present context a result of previous decisions
past and potential futures, affect how people interpret proposals
to increase power share it
manager can use
coercive
reward
expertise
sharing with subordinates increase power
enables managers to spend time on senior or external contacts and build power
Tactics to influence others
9 identified
vary with target
inspirational and pressure for subordinates
rational persuasion for boss
exchange and personal appeal for colleagues
Managing and Influencing
others will be subordinates, equals, higher in the hierarchy or outside the organisation
managers do their jobs by influencing otherrs
Influencing
interpersonal
traits
behavioural
contingency
power
personal
positional
different styles
participative style effective
manager lacks information
problem unclear
important subordinates accept decision
directive style effective
subordinates different objectives to manager
time short
subordinates accept top down decisions
Power Perspectives - influence depends on persons power
French and Raven - 5 sources
legitimate - formal position
reward - persuade
personal - credit for previous favours
positional - authority to use resources
coercive - threaten or use physical froce
forcefulness, insistence
positional - give instructions with threat of sanctions
expertise
personal - skill, expertise, experience
authority to access expertise, information and ideas from across the business
referent - charisma, personal qualities
personal - individual beliefs, values, ideas
positional - authority - draw on organizational norms
influencing through networks
managers influence colleagues, subordinates, superiors, people outside the organisation