Deck 8: Managing Change and Innovation

Question 1

Describe the structural, cultural, and human resources variables that are necessary for innovation.

Answer 1

Innovation could be described as new approach, change in the existing pattern of work or anything else for that matter, etc. In today's times, innovation is highly expected and one should always be proactive in bringing innovation and change.
For innovation to occur there is a need of the structural, cultural and human resources variables which are very necessary for innovation. Structural variables are the hierarchy that exists in the organization. If there is a presence of command relationship where decisions flow top to bottom, then in this case innovation cannot be expected on a positive note. For innovation to occur there has to be free flow of information and decision making ability at each and every level in the hierarchy.
The culture of the organization has to be liberal where boss and employee relation should be avoided and the feeling of equality should get prevailed. This will lead the innovation to take place. When employees feel responsible and dedicated in giving their best, innovation surfaces and it will be positive for overall organizational working.
Human resources are the important aspect when it comes to bring innovation. These people have to give support, guidance, freedom, morale and feeling of trust to the employees which will make them to be ready for innovation. Employee training, job security etc. also becomes significant for innovation and this will surely bring innovation at its best.

Question 2

MyManagementLab Only - comprehensive writing assignment for this chapter.

Answer 2

Change is a constant thing whether it occurs professionally or personally. An individual should always be prepared for adapting change. Because being rigid pays nothing and being flexible rewards thousands. Innovation could be described as new approach, change in the existing pattern of work or anything else for that matter, etc. In today's times, innovation is highly expected and one should always be proactive in bringing innovation and change.
The chapter talks about calm waters stands for an organization like a ship in an ocean which is sailing very calmly and controllably into the sea. The ship's captain and crew (employer and employees) very well know where they have to exactly go and continue with their journey as they have been on this route several times before. Occasional storm or a brief distraction creates problems but they too get solved easily.
White waters rapids stands for an organization like a raft which is navigating in raging water. The people in the raft are unknown to each and have never worked together before. These people do not know the final destination of their journey and are unknown of the water in which the raft is navigating. In this continuous change is necessary so that people get accustomed to each other and start working.
The chapter also throws light for stress avoidance where human resource department can support by minimizing work pressures, training and development to employees who lack certain work skills, etc. This decreases stress to a high level.
For innovation to occur there is a need of the structural, cultural and human resources variables which are very necessary for innovation. This all together forms for a perfect basis of organizational working.

Question 3

What do you think of UA's approach to innovation? Would you expect to see this type of innovation in an athletic wear company? Explain.

Answer 3

UA is the famous athletic accessories and clothing manufacturing brand. This company is based in Baltimore and has grown to competitive company in 19 years which was started as a college start up. The founder of this company Mr. KV came up with this synthetic material shirt when he was tired of wearing bulky sweaty cotton T-shirts and he has to change it very often. Thus here came the idea of this light weight t-shirts which felt like wearing a second skin.
As per my opinion, UA's approach to innovation is very high as it is constantly starving and giving its best products in the industry. The company has been innovating and changing its products and coming out with newer versions of it every time. Like it started from t-shirt manufacturing but today it offers, shoes, footwear, underwear, wearable fitness technology and hats.
This type of product innovation is not much expected from athletic wear company. This is because product expansion is a very tough step and when a company becomes successful at its sports wears then innovation in product offering adds glitter to gold. Thus UA is at its best by offering all the necessary sports equipments under one roof and under one brand name and it is giving a tough competition to the other players in sports industry.

Question 4

What do you think UA's culture might be like in regards to innovation? (Hint: Refer to the list on p. 254.)

Question 5

How might design thinking help UA improve its innovation efforts?

Question 6

Why is managing change an integral part of every manager's job?

Question 7

What's your interpretation of the company's philosophy posted prominently over the door of its design studio? What does it say about innovation? What could other companies learn from the way UA innovates?

Question 8

Contrast the calm waters and white-water rapids metaphors of change. Which of these would you use to describe your current life? Why is that one your choice?

Question 9

What external forces for change do you see described in this case? Would you describe Avon's environment as more "calm waters" or "white-water rapids?" Explain.

Question 10

Describe Lewin's three-step change process. How is it different from the change process needed in the whitewater rapids metaphor of change?

Question 11

Why would it be important for the CEO to look at those external forces when planning organizational change?

Question 12

How are opportunities, constraints, and demands related to stress? Give an example of each.

Question 13

Why might it be difficult to change a company that's over 130 years old?

Question 14

Organizations typically have limits to how much change they can absorb. As a manager, what signs would you look for that might suggest your organization has exceeded its capacity to change?

Question 15

Avon is truly a global company. How might this affect the CEO's efforts to implement organizational change?

Question 16

Why is organization development planned change? Explain how planned change is important for organizations in today's dynamic environment.

Question 17

What is your reaction to the situation described in this case? What factors, both inside the company and externally, appear to have contributed to this situation?

Question 18

How do creativity and innovation differ? Give an example of each.

Question 19

What appeared to be happening in France Télécom's workplace? What stress symptoms might managers have looked for to be alerted to a problem?

Question 20

Research information on how to be a more creative person. Write down suggestions in a bulleted list format and be prepared to present your information in class.

Question 21

Should managers be free to make decisions that are in the best interests of the company without worrying about employee reactions? Discuss. What are the implications for managing change?

Question 22

How does an innovative culture make an organization more effective? Could an innovative culture ever make an organization less effective? Why or why not?

Question 23

What are France Télécom's executives doing to address the situation? Do you think it's enough? Are there other actions they might take? If so, describe those. If not, why not?

Question 24

When you find yourself experiencing dysfunctional stress, write down what's causing the stress, what stress symptoms you're exhibiting, and how you're dealing with the stress. Keep this information in a journal and evaluate how well your stress reducers are working and how you could handle stress better. Your goal is to get to a point where you recognize that you're stressed and can take positive actions to deal with the stress.

Question 25

What could other companies and managers learn from this situation?

Question 26

Planned change is often thought to be the best approach to take in organizations. Can unplanned change ever be effective? Explain.