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business
managing organizational change
Managing Change Creativity And Innovation 4th Edition Patrick Dawson , Constantine Andriopoulos - Solutions
2. The individual of their choice exhibits the main personality traits that have been linked to creative achievement.
1. The individual of their choice exhibits the cognitive abilities as discussed in this chapter.
3. In your opinion, which is the most important type of motivation? Discuss your answer by using relevant examples.
2. Do you think that knowledge is beneficial to creativity and innovation?Why or why not?
1. Which are the main cognitive factors that may predict creative achievement? Use examples from your personal life to illustrate your points.
4. Managers should push responsibility down, empowering their employees to show greater flexibility and take rapid decisions.
3. Managers should periodically review employees’ job activities and interests so that they are made aware of different fields of interest. When employees are matched with assignments that they regard as interesting, they are more likely to focus all their attention on the task at hand.
2. Managers should offer jobs that are complex, demanding and of interest to employees. These types of jobs allow employees to experiment with new ways of doing things, to take risks and act creatively.
1. Managers should provide a mix of rewards that focus both on intrinsic (e.g.greater autonomy) and extrinsic motives (e.g. pay increases).
Have greater awareness of individual readiness for organizational change.
Differentiate between intrinsic and extrinsic motivation and understand how they both influence individual creativity.
Examine the basis of knowledge and its contribution to individual creativity.
Explain the cognitive factors that predict creative achievement.
Appreciate the relationship between personality and creative achievement.
Understand individual creativity.
3. A location and people (complexity) definition: the sites and regions where different cultures and ideas mix and at times clash but where there is also a tolerance for diversity as encapsulated in Florida’s characterization of creative cities.
2. A cultural definition: referring to people in general(whether or not in employment) that individually, in groups or as part of a social network generate new ideas as creative citizens.
1. A business service definition: that refers to creative service inputs by designer, creative professional and other creative people who may add value to non-creative sectors, such as health or transport (creative services).
4. What did it do to create its reputation? (As a tourist destination and/or place to work/live.)
3. How does it attract and retain creative talent?
2. Is it important to have an arts district?
1. What are the key elements of their chosen creative city?
9. Explain what you understand by the new urban crisis(Florida, 2017) and assess the significance of this finding for a country with which you are familiar.10. Will the new creative epoch benefit the few at the expense of the many, or are these developments likely to improve the economic and social
8. To what uses should ordinary people – those often viewed as merely consumers – put their expanding digital access to use in developing and experimenting with their own creative opportunities?
7. Who are the creative class? Why is it important to encourage diversity and open-mindedness in our cities?
6. What do you feel are the key ingredients required to support and nurture the development of creative cities and regions?
5. What role does creativity play in innovation in contemporary cultural and economic life?
4. Evaluate the impact of Covid-19 on creative industries and identify major future challenges.
3. Why is the creative economy important to the health of a nation’s economy and, in your opinion, what factors account for the increased policy attention given to Cultural and Creative Industries (CCI)?
2. Do you feel that other sectors should be included? Use examples to illustrate.
1. Do you agree with the classification of creative sectors?Why or why not?
Assess the importance of creative places (cities, regions, communities, organizations) to creating and sustaining a culture of change, creativity and innovation.
Explain Florida’s 3-T model and discuss the issues and debates around the rise of the creative class.
Understand the changing need for more adaptive forms of organizing and ambidextrous firms.
Appraise whether the current focus on the industrial and commercial aspects of creative industries is undermining essential creative processes through downplaying the importance of the more artistic and cultural dimensions.
Evaluate the importance of creative industries to national economies and explore the number and type of people who are involved in them.
Outline and describe the different creative industry subgroups that constitute the new creative economy.
Debate the nature of these developments and their implications for work, employment and society.
Identify and discuss the range of factors that are driving developments towards a new age of creativity.
3. Consider the distinction between past, present and future and whether these occur in a linear fashion (planned change theories), simultaneously co-exist (science theory of block universe), or are multiple, non-linear and dynamic (processual change theories).
2. Is it important to differentiate between time in the movement of physical objects and our own experiences of time? Why or why not?
1. Is time an illusion?
5. First, consider the different approaches to change that we examine in Chapters 8, 9 and 10. Second, identify your preferred approach and explain your reasons why.
4. Critically appraise the pros and cons of a processual approach to understanding change.
3. Outline the key components of the change kaleidoscope framework and evaluate the practical value of the approach for managing organizational change.
2. How useful is storytelling and narrative analysis for understanding and making sense of change processes?
1. Reflect on the importance of time for understanding change and discuss whether distinctions between objective and subjective time are useful or unhelpful in making sense of change processes.
Balogun and Hope Hailey’s (2008) change kaleidoscope framework.Dawson’s processual perspective on organizational change.
The difference between sequential models and process-oriented approaches to change.#!#The historical development of the processual–contextual school of thought.#!#The centrality of context, culture and history.#!#The importance of temporality and non-linear time as lived experience.#!#Identity
9. Assess whether the hybridization of ideas and the fusion of concepts in new and emerging change models are enabling greater insights into processes of change or simply undermining the principles of established schools of thought.
8. In drawing on a familiar change example, evaluate which of the frames or models discussed in this chapter would best align and explain the reasons why.
7. Provide a critical assessment of appreciative inquiry, setting out the advantages and disadvantages of the approach for: (a) understanding processes of change; (b) planning processes of change; and (c) enabling improvisational and emergent change to occur.
6. What are the advantages and disadvantages of Jabri’s model that combines Lewin’s three stages of change with a more process-oriented dialogical approach?
5. How relevant is the concept of the learning organization today?
4. Explain what you understand by the term ‘the art and practice of the learning organization’ and outline some of the main strengths and weaknesses of this approach.
3. Construct a table that compares and contrasts the similarities and differences between diagnostic and dialogical OD.
2. Identify and discuss the key underlying principles of the ‘new’ dialogical organizational development approach to organizational change.
1. In a foreword to Bushe and Marshak’s (2015) Dialogic Organization Development, Edgar Schein (2015) claims that: ‘Dialogic Organizational Development (OD) could not have arrived at a better time. The assumptions underlying it and some of the goals for social change and improvement that it
3. Access to services – ensuring that the model allows for continued access to disability services for primary tenants (not currently possible for people transitioning into residential aged care).
2. Tenancy – supporting the ageing person with disability to be the primary tenant (person responsible) in tenancy agreements.
1. Eligibility for accommodation – eligibility to include evidence of increasing signs of ageing and the effect that is having on current living arrangements.
Debate the key challenges faced by OD with the growing diversity of approaches and the implications of these for maintaining a focus on developing practical OD theories.
Evaluate Jabri’s participative dialogical approach to managing change and compare with the earlier work of Kurt Lewin.
Provide an appreciation of Senge’s notion of the learning organization.
Understand how new OD approaches have not simply replaced conventional OD in the development of hybrid models.
Summarize a number of interpretative OD models that view reality as multiple, emerging and co-constructive through the social negotiations that occur through stories and other forms of communication.
5. Compare and contrast Lewin’s three-step and Kotter’s eight-step model, and discuss the claim by Hendry (1996: 624) that if you: ‘Scratch any account of creating and managing change ... the idea that change is a three-stage process that necessarily begins with a process of unfreezing will
3. Are there any general lessons that we can learn from this case study on the process of organizational change?
2. The identification of inefficiencies in the day-to-day supervision of freight operations stemming from inaccurate and out-of-date information about the whereabouts of freight resources – empty wagons, locomotives and freight trains.
1. The severe economic crisis facing British Rail’s freight business due to competition from road haulage and the decline of the industries that traditionally were the railway’s principal source of freight revenue (coal, iron and steel).
Apply this conventional framework for planning and managing change to case study illustrations of planned change strategies.
Describe Kotter’s eight-step model for successful change and his principles of a dual system model for making change happen in an accelerating world.
A planned and coordinated approach to management/change agents will increase the possibility of alternative views being listened to and considered.
Active storytelling – in making sense of events and giving sense to future possible scenarios – can influence the interpretations of others and shape the process of change.
Passive resistance can be more effective than aggressive reactions.
An evaluation of the example used and, in particular, a consideration of whether there are any general lessons that we can learn from the example that informs our understanding of resistance and change.
A classification of resistance covering: forms, causes and the explanations (include any conflicting interpretations that may be evident among stakeholders, identified by researchers or present in media coverage).
Some general background information on the change initiative.The main reasons why the change occurred and the strategic objectives that were seen to drive change.
7. What are the major problems with a simple dichotomy between objective and subjective time?Hands-on exercise
6. Compare and contrast clock time with our subjective experiences of time.
5. Is resistance an inevitable obstacle for change agents to overcome, or can resistance be a useful source of knowledge and understanding that can support positive change?
4. What are the main reasons why people resist change?
3. What are the circumstances that Buchanan and Badham identify as requiring more coercive change strategies? Once you have done this, explain why you agree or disagree with this approach.
2. List the main attributes of a politically astute change agent.
1. Provide an example of each of French and Raven’s five types of power.
9. What are the problems of leaderless/leadershipless organizations?
8. Do you know any leaderless/leadershipless organizations?
7. If there are any elements of ‘leadership’ in the Occupy movement, what are they and how would you define them?
6. Are there differences between a ‘leaderless’ movement and a‘leadershipless’ movement? Which one best describes the Occupy movement?
5. How would you go about forming, growing and sustaining an SMO?(Discuss in a small group and consider the importance of social media.)
4. Compare and contrast these new collective forms of resistance to conventional forms of group resistance.
3. Evaluate the statement that ‘the formation and sustainability of SMOs requires leadership, rapid access to information and a cause that warrants resistance’.
2. What are the main drivers in the creation of social movement organizations?
1. What is a social movement organization?
3. Do you agree with Buchanan and Badham (2020) that managing change is a ‘blood sport’ and that change agents should shed any pretence of innocence, ‘play the turf game’ and aim to win on their own terms?
1. Do you feel that management were justified in their decision to sack the night shift?
Recognize the centrality of temporality to processes of organizational change.
Discuss and assess the implications of Zimbardo’s time perspective for how individuals respond to the present in relation to their temporal orientation (past, present and future).
Understand the main reasons why individuals/groups resist change and critically reflect on the appropriateness of conventional concepts of resistance.
List the key attributes of political entrepreneurship.
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