Managing change, creativity and innovation:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles [u.a.]
SAGE
2009
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 374 S. graph. Darst. |
| ISBN: | 9781412948524 9781412948531 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures and Tables xv
Acknowledgements xvii
PART 1 SETTING THE SCENE: THE CHANGING
LANDSCAPE OF BUSINESS ORGANIZATIONS 1
1 Introduction 3
Rationale of the book 4
The changing world of business 4
Case 1.1: Amazon Reports Record Christmas Sales 5
Managing change, creativity and innovation 6
Resources, readings and reflections 8
Case 1.2: Sony Chief Outlines New Strategy 8
Chapter questions 9
Hands-on exercise 9
Team debate exercise 10
References 10
Recommended reading 11
Some useful websites 11
2 The Process of Change, Creativity and Innovation 13
Learning objectives 13
Introduction 13
Organizational change 14
Defining organizational change: the key dimensions 14
Factors that promote change 16
Case 2.1: Google Takes on iTunes 17
Creativity 18
Myths surrounding creativity: towards a definition 19
Creative thinking 23
Case 2.1: Yahoo Raises Profile with Hollywood Push 25
Innovation 28
Theories of innovation 28
How does innovation differfiom creativity? 29
Levels of innovation 31
Types of innovation 31
Case 2.3: Mobile Gaming: Serving a Volley of New Experiences 34
CONTENTS
Conclusion 37
Resources, readings and reflections 38
Chapter questions 38
Hands-on exercise 38
Team debate exercise 38
References 39
Recommended reading 41
Some useful websites 42
3 An Historical Overview of Business Practice
and Theory Development 43
Learning objectives 43
Introduction 44
The British Industrial Revolution 44
Industrial organization and the co-ordination and control of work 45
Change and the human aspects of work 48
Sleepers wake: the spectre of technology and innovation 49
Fit for purpose: the rise of contingency theory 51
In search of excellence: recipes for success 53
Academic critique and guru influence: making sense of
a changing world 57
Theory and practice: a reappraisal 60
Conclusion 63
Resources, readings and reflections 65
Case 3.1: The British Rail Case Study: learning from the past? 65
Chapter questions 69
Hands-on exercise 70
Team debate exercise 70
References 70
Recommended reading 74
Some useful websites 74
4 Growth in the Creative Economy and the Future
of Organizations 76
Learning objectives 76
Introduction 76
Why is now more than ever before the age of creativity? 77
National prosperity is created 79
Advertising 83
Architecture 84
Art and antique 85
Crafts 85
Design 86
Fashion 87
Case 4.1 Restyling the Old Patterns 88
Film 91
Music 91
Performing arts 92
Publishing 92
CONTENTS
Research and development (R D) 93
Software 93
Toys and games (excluding video games) 94
TV and radio 95
Video games 96
Case 4.2 Competition in Creative Industries 97
Creative industries: potential for growth 99
Conclusion 99
Resources, readings and reflections 100
Case 4.3: A Dire Global Imbalance in Creativity 100
Chapter questions 102
Hands-on exercise 102
Team debate exercise 103
References 103
Recommended reading 104
Some useful websites 105
PART 2 CREATIVITY AND CHANGE
IN ORGANIZATIONS 107
The Individual: Promoting Critical Thinking 109
Learning objectives 109
Introduction 109
Cognitive factors 110
Implications for human resource management 113
Personality traits 113
Implications for human resource management 116
Case 5.1 New Media are Just the Ticket for Bus, Tube and Taxi 116
Knowledge 119
Formal or explicit knowledge 120
Informal or tacit knowledge 121
Knowledge for creativity? 122
Is knowledge always conducive to processes of change,
creativity and innovation? 123
Implications for human resource management 124
Motivation 124
Types of motivation 125
Implications for human resource management 127
Conclusion 127
Resources, readings and reflections 128
Case 5.2 Miniature could be Hollywood s New Monster Hit 128
Chapter questions 131
Hands-on exercise 131
Team debate exercise 132
References 132
Recommended reading 135
Some useful websites 136
CONTENTS
6 The Group: Nurturing Team Work 137
Learning objectives 137
Introduction 137
What is a group and how is it different from a team? 139
Why do people join teams? 139
The team development process 141
Why do teams fail? 142
Psychological phenomena that can cause teams to fail 142
Blind conformity 143
Groupthink 144
Social loafing 145
Creative teams: what do we know? 145
Team inputs 146
Team size 146
Team longevity 147
Task 148
Knowledge, skills and abilities (KSAs) 148
Resourcing the team 149
Team composition 149
Team processes 150
Action processes 151
Brainstorming 151
Rules for successful brainstorming 152
Advantages of the brainstorming session 153
Disadvantages of the brainstorming session 155
Useful guidelines for effective brainstorming 155
In-class brainstorming exercise 158
Creativity enhancement techniques 159
Electronic brainstorming 159
Brainwriting 161
Nominal Group Technique (NGT) 162
In-class exercise 163
Interpersonal processes 164
Trust 164
Conflict 164
Team cohesiveness 165
Moderators of team performance 165
Task type 165
Team leadership 166
Team outcomes 167
Case 6.1 The Other Half (Bill Bungay ofTBWA advertising) 168
Conclusion 172
Resources, readings and reflections 173
Case 6.2 Don t Think Just Learn - MBA Diary 173
Chapter questions 175
Hands-on exercise 176
Team debate exercise 176
References 176
Recommended reading 181
Some useful websites 181
CONTENTS
7 The Leader: Promoting New Ideas at Work 182
Learning objectives 182
Introduction 182
Defining leadership 183
How are managers different from leaders? 184
Ingredients of leadership 184
Historical overview of key leadership theories 185
Trait approaches to leadership 185
Behavioural theories 186
The University of Iowa studies 186
The Ohio State studies 187
The University of Michigan studies 188
The managerial grid 188
Contingency theories 189
The Fiedler model 190
Hersey-Blanchard s situational theory 192
Leader participation model 194
Path-goal theory 195
Contemporary approaches to leadership 197
Transformational and transactional leadership 197
Charismatic and visionary leadership 197
Leading change, creativity and innovation 199
Leadership and change 199
Ingredients of leadership for creativity and innovation 202
Case 7.1 Web Telphony s Quiet Duo 205
Challenges 207
Conclusion 208
Resources, readings and reflections 209
Case 7.2 Fall of Movie Mogul 209
Chapter questions 213
Hands-on exercise 213
Team debate exercise 213
References 214
Recommended reading 216
Some useful websites 216
8 The Internal Environment: Orchestrating Structure,
Systems and Resources 217
Learning objectives 217
Introduction 217
The balanced scorecard: value creation and performance
management
What is organizational structure? 220
Work specialization 221
Departmentalization 221
Chain of command 111
Span of control 222
Centralization and decentralization 223
Formalization 224
Situational factors 225
CONTENTS
Corporate strategy 225
Organizational size 225
Environmental uncertainty 225
Structural forms 226
Traditional structures 226
Contemporary organizational structures 227
Organizing for change, creativity and innovation 227
Systems 229
Goal setting and rewards systems 229
Evaluation 231
Resources 232
Sufficient resourcing 233
Systems of communication 236
Project selection 238
Conclusion 239
Resources, readings and reflections 240
Case 8.1 Floodgates Open Up to a Sea of Ideas 240
Chapter questions 243
Hands-on exercise 244
Team debate exercise 244
References 244
Recommended reading 250
Some useful websites 250
Culture: Enabling and Constraining Creative
Processes at Work 251
Learning objectives 251
Introduction 251
The evolution of the concept 252
So what is organizational culture? 253
Different perspectives on organizational culture 255
Can we manage organizational culture? 256
Why is culture an important determinant of organizational
creativity and innovation? 257
Norms that promote creativity and innovation 258
Norms that promote implementation 260
Principles of creativity and innovation 263
Can strong, cohesive cultures hinder innovation? 265
Conclusion 267
Resources, readings and reflections 267
Case 9.1 Cultures at Work 268
Chapter questions 272
Hands-on exercise 272
Team debate exercise 273
References 273
Recommended reading 276
Some useful websites 277
CONTENTS
10 The Organization: Managing Processes of Change 278
Learning objectives 278
Introduction 279
Change and organizations 280
Change drivers: threat, necessity or opportunity? 284
People and change: the problem of resistance? 286
Why do people resist change? 287
Managing the communication process 288
Assessing the speed and context of change 291
The organizational development approach to change management 292
Lewin s model of change 293
The sub-discipline of organizational development 294
A matrix model ofOD interventions 295
Criticisms of the planned approach 297
A situational approach to change management 298
An appraisal of the Dunphy/Stace model 299
A political process approach to change management 301
The importance of political behaviour 302
Power, politics and organizational change 303
A processual perspective for understanding change 306
The approach ofPettigrew: the awakening giant 306
Dawson s processual perspective 307
Factors shaping the process of change 310
Studying change over time: from present to future state 311
Criticisms of Dawson s processual approach 314
Conclusion 315
Resources, readings and reflections 316
Case Study 10.1 My bank: a case study of organizational change 316
Chapter questions 321
Hands-on exercise 322
Team debate exercise 322
References 322
Recommended reading 326
Some useful websites 326
PART 3 CRITICAL REFLECTIONS ON THEORY
AND PRACTICE 329
11 Theoretical Debates and Practical Issues: Some Reflections 331
Learning objectives 331
Introduction 332
Fixity and flux: organization or organizing? 332
Outside the straitjacket of contingent thinking: the world
of dualities 334
A reappraisal of John Child s concept of strategic choice 336
Andrew Pettigrew and colleagues: innovative forms of organizing 337
The practical challenge: managing creative employees 339
CONTENTS
12
Steering change, creativity and innovation: beyond the
recipe approach 340
Conclusion 344
Resources, readings and reflections 345
Case Study 11.1 Managing Change: The experience
of the Taylor Group 345
Hands-on exercise 355
Team debate exercise 355
References 355
Recommended reading 357
Conclusion 359
Introduction 359
Changing contextual conditions: from urban factories to
networked communities 360
Fostering change and creativity in the drive for innovation
and change 362
Concluding remarks 365
References 366
Index 367
List of Figures and Tables
Figures
2.1 Componential framework of creativity 23
4.1 The creative economy - market size (1999) 80
4.2 Creative industries in the UK - revenues 81
4.3 Creative industries in the UK - employment 82
4.4 Determinants of national competitive advantage 82
4.5 Patents registered by the US Patent Office, by country of applicant 94
5.1 Direct use of a source of inspiration 111
6.1 The Asch experiment 143
6.2 I-P-O model of creative team functioning 146
7.1 The managerial grid 189
7.2 Findings of the Fiedler model 191
7.3 Hersey and Blanchard s situational leadership® model 193
7.4 Path-goal approach to leadership effectiveness 196
8.1 The balanced scorecard 219
8.2 Flat structure 223
8.3 Tall structure 224
8.4 The entrepreneurial structure 226
8.5 The functional structure 227
8.6 The divisional structure 228
10.1 Comparing theories of change 282
10.2 Different types of company change 283
10.3 Employee resistance to change 289
10.4 Individual-level matrix 296
10.5 Group-level matrix 296
10.6 Inter-group level matrix 296
10.7 Organizational-level matrix 297
10.8 A typology of change strategies and conditions for use 299
LIST OF FIGURES AND TABLES
10.9 Change framework of Buchanan and Badham 305
10.10 Dawson s processual framework for understanding change 309
11.1 Example of company of guiding principles 349
Table
6.1 The key differences between a working group and a team 139
|
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| title_auth | Managing change, creativity and innovation |
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