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CHANGE AND INNOVATION

Change and innovation are essential for organizations to remain competitive, improving efficiency and productivity. Change refers to the transition to better processes, while innovation involves implementing new ideas or products. Successful leadership and effective communication are critical in managing change and overcoming challenges such as resistance and resource constraints.

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12 views55 pages

CHANGE AND INNOVATION

Change and innovation are essential for organizations to remain competitive, improving efficiency and productivity. Change refers to the transition to better processes, while innovation involves implementing new ideas or products. Successful leadership and effective communication are critical in managing change and overcoming challenges such as resistance and resource constraints.

Uploaded by

gurumoorthysaravanarajan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CHANGE AND

INNOVATION
ORGANISATIONAL DYNAMICS
• WHAT IS CHANGE ?
• WHAT IS INNOVATION ?
• WHAT DO YOU MEAN BY INNOVATION?
• Change and innovation are crucial for organizations to
stay competitive.

• They enhance efficiency, flexibility, and productivity.

• In the globalized world, adapting to change is a


necessity.
• Change: Transition from one state to another to
improve processes.
• Innovation: Implementation of new ideas, products, or
processes.
• Relationship: Innovation drives change; change fosters
innovation.
TYPES OF ORGANIZATIONAL
CHANGES
1.Structural Changes
2.Technological Changes
3.Cultural Changes
4.Process Changes
EXAMPLES

•Example 1: Georgian Dairy Products


•Implemented structural changes by creating new
departments.
•Introduced ERP system for better resource management.
•Developed new product lines and expanded distribution
channels.
INNOVATION
• Innovation is a product, service, business model, or
strategy that's both novel and useful. Innovations don't
have to be major breakthroughs in technology or new
business models; they can be as simple as upgrades to
a company's customer service or features added to an
existing product.
• EXAMPLE 2:
• TECH INDUSTRIES
Steps in Implementing Change and Innovation

1.Identify the need for change.


2.Develop a strategy and action plan.
3.Communicate the change to stakeholders.
4.Implement changes with proper support and training.
5.Monitor and evaluate the results.
CHALLENGES IN IMPLEMENTING
CHANGE
• Resistance from employees and management.
• High costs and resource constraints.
• Uncertainty about outcomes.
• Need for continuous adaptation.
BENEFITS OF CHANGE AND
INNOVATION
• Increased efficiency and productivity.
• Enhanced customer satisfaction.
• Competitive advantage in the market.
• Growth and expansion opportunities.
REFERENCES
• Cummings & Worley (2008) - Organizational Change &
Development.
• Moran & Brightman (2011) - Leading Organizational
Change.
• Case Study: Georgian Dairy Products.
LEADERSHIP AND COMMUNICATION
LEADERSHIP

• Leaders are people who do the right thing; managers


are people who do things right.
• Professor Warren G. Bennis
• Leadership is the art of getting someone else to do
something you want done because he wants to do it.
• –Dwight D. Eisenhower
CHARACTERISTICS OF LEADERSHIP
• 1. EMPATHY
2. CONSISTENCY
3.HONESTY
4. DIRECTION
5. COMMUNICATION
6. FLEXIBILITY
7.CONVICTION
FACTORS OF LEADERSHIP
QUALITIES OF A SUCCESFUL LEADER
• 1. PERSONAL TRAITS
• A. Intelligence
• b. Self confidence
• c. Foresight and vision
• d. Initiative
• e. Sound physique
• f. Dynamic personality
• g. Objectivity
• h. Empathy
• i. Responsibility
• j. Emotional stability
• k. Tact
• 2. MANAGERIAL TRAITS
• a. Technical knowledge
• b. Organizing ability
• c. Ability to deal with people
IMPORTANCE
OF
LEADERSHIP
1. Motivating employees
2. Better utilisation of human resources
3. CREATING CONFIDENCE
4. Promoting the spirit of co-ordination
IMPORTANCE OF LEADERSHIP
continued…
• 5. Directing group activity
• 6. Develops good human relations
• 7. Helps to fulfil social responsibilities
LEADERSHIP and MANAGEMENT
• The manager is a copy; the leader is an original.
• The manager maintains; the leader develops.
• The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
long-range perspective.
• The manager asks how and when; the leader asks what
and why.
• The manager has his or her eye always on the bottom
line; the leader’s eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader
challenges it.
• The manager is the classic good soldier; the leader is
his or her own person.
• The manager administers; the leader innovates.
• The manager does things right; the leader does the
right thing
COMMUNICATION
COMMUNICATION: -

• Communication is simply the act of transferring


information from one place to another.
Communication process can be defined as the
sending and receiving of information between two
people.
4.
COMMUNICATION
CHANNELS

3. ENCODING 5. RECEIVER

6. DECODING
2. MESSAGE

1. SENDER 7. FEEDBACK
Communication is central to the entire
management process for four primary reasons:
• Communication is a linking process of
management.
• Communication is the primary means by which
people obtain and exchange information.
• The most time‐consuming activity a manager
engages in is communication.
• Information and communication represent
power in organizations.
BARRIERS TO COMMUNICATION
• 1. Language barriers
• 2. Psychological barriers
• 3. Physiological barriers
• 4. Physical barriers
• 5. Systematic barriers
• 6. Attitudinal barriers
• 7. Listeners barriers
• 8. Sender – Message barriers
• 9. Status barriers
• 10 Use of Jargon
• 11. Conflict
INTERPERSONAL COMMUNICATION
• Interpersonal communication is the process by which
people exchange information, feelings, and meaning
through verbal and non-verbal messages: it is face-to-
face communication.
• Interpersonal communication is not just about what is
actually said-the language used-but how it is said and
the non-verbal messages sent through tone of voice,
facial expressions, gestures and body language.
Functions of Interpersonal communication
• 1. Gaining information
• 2. Building a context of understanding
• 3. Establish identity
• 4. Interpesronal needs
• Inclusion
• Control
• Affection
STRESS
• STRESS DEFINITION:
• Stress is defined as the force applied to a material per unit
area.
• It's a measure of how much force a material can experience.
Stress can cause a material to deform, such as stretch,
compress, or slide.
STRESS IN ORGANIZATION
Definitions of stress
• Stress is a psychological condition causing discomfort,
often linked with biological disorders.
• Fred Luthans’ Definition: Adaptive response to external
situations causing physical, psychological, or
behavioural deviations.
• Ivancevich & Matteson: Interaction between individual
and environment, leading to adaptive responses due to
external demands.
• Schuler: Stress occurs when a person faces an
opportunity or demand with uncertain outcomes.
Features of Stress
• Both psychological and physical.
• Common for all genders.
• Occurs when expectations deviate from reality.
• Stress is often negative but can be positive (eustress).
• Interaction between individual and environment.
• Related to biological disorders (BP, stroke, diabetes).
Related concepts
• Stress and Anxiety
• Anxiety is purely
psychological; stress can lead
to physical issues.
• Stress and Burnout
• Prolonged stress leads to
burnout (emotional, mental,
and physical exhaustion).
CAUSES OF STRESS
• 1. POTENTIAL STRESS : Initial discomfort due to
unfulfilled needs/desires.
• 2. STRESSORS : Factors converting potential stress to
actual stress.
• 3. Stressors can be:
• Intra-Organisational (inside the organisation).
• Extra-Organisational (external environment).
INTRA ORGANISATIONAL STRESS
• 1. INDIVIDUAL FACTORS:
• Personality (Type A = more stress-prone, Type B = relaxed).
• Family Problems (marital issues, family separation, ageing
parents).
• Economic Problems (financial insecurity, high expenses).
• Lifestyles (sedentary life, trauma, rapid career changes).
• Role Demands (multiple roles causing conflicts)
• 2. ORGANISATIONAL FACTORS
• Poor Working Conditions (crowded, noisy, unsafe
environments).
• Task Design Issues (task overload, interdependence).
• Administrative Policies (unfair pay, rigid rules,
downsizing).
• Organisational Structure (complex hierarchies, wide
spans).
• Leadership Styles (authoritarian leaders = more stress).
• Organisational Life Cycle Changes (birth, growth, decline
phases).

• Group Dynamics (group conflicts, lack of social support).


2. EXTRA ORGANISATIONAL STRESS
• Political Changes: New laws, regulatory shifts.
• Economic Instability: Inflation, unemployment.
• Technological Changes: New skills needed, adaptation stress.
• Legal Environment: Compliance stress.
• Ecological Environment: Environmental regulations.
• Government Administration: Bureaucratic stress.
• Social/Cultural Factors: Gender issues, social discrimination,
cultural conflicts.
• Modern Factors: Stock market crashes, information
technology changes, health hazards.
CONSEQUENCES
• 1. Positive Consequences
• 2. Negative Consequences
• 3. Types :
• Physiological
• Psychological
• Behavioural
• Organisational
1. Positive (Eustress)
• Mild stress increases motivation,
creativity, adaptability, and
productivity.
• Stimulates body for better
performance.
2. NEGATIVE STRESS

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