Managerial tenure appointment provides legitimacy

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managerial tenure (appointment) provides legitimacy & knowledge of how to accomplish tasks & obtain desired outcomes Innovation is nurtured when there are slack resources abundance of resources → org can afford to purchase innovations + bear costs of instituting innovations + absorb failures Inter-unit communication is high in innovative org’s innovative org’s frequently use committees, task forces, cross-functional teams & other mechanisms (that facilitate interaction across departmental lines) Innovative org’s tend to have similar CULTURES - encourage experimentation - reward both successes & failures; celebrate mistakes; reward for presence of successes *should NOT reward ppl for absence of failures b/c it↓risk-taking & innovation HUMAN RESOURCE - innovative org’s actively promotes training & development of members (to keep current, offer high job security, encourage to become champions of change) idea champions = ppl who actively & enthusiastically promote an idea, build support for it, overcome resistance to it, ensure that innovation is implemented - extremely high self-confidence, persistence, energy, risk-taking - transformational leadership (inspire, energize others w/ their vision of the potential of an innovation & thru strong personal conviction in their mission) - good at gaining commitment of others to support mission - have jobs that provide decision-making discretion (autonomy helps them introduce / implement innovations) Creating a Learning Organization learning organization = org that has developed the continuous capacity to adapt and change 5 Characteristics: 1) Org has a shared vision that everyone agrees on 2) Ppl discard their old ways of thinking & standard routines they use for solving problems or doing their jobs
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P ART 5: R EORGANIZING THE W ORKPLACE 3) Members think of all org. processes , activities, functions, interactions w/ the environment as part of a system of inter-relationships 4) Ppl openly communicate w/ each other (across vertical & horizontal boundaries) w/o fear of criticism/punishment 5) Ppl suppress personal self-interest & fragmented departmental interests to work together to achieve the org’s shared vision Types of learning used by org: single-loop learning = errors are corrected using past routines & present policies double-loop learning = errors are corrected by modifying org’s objectives, policies & standard routines - challenges deeply rooted assumptions & norms within an org - provides opportunities for radically diff. solutions & dramatic jumps in improvement Managing Learning How to make learning happen? Establish a strategy managers need to make their commitment to change, innovation, & cont. improvement explicit Redesign org’s structure formal structure → impediment to learning; so flatten structure, eliminate/combine departments, inc. use of cross-functional teams → reinforce inter-dependence + reduce boundaries btwn ppl Reshape org’s culture managers set the tone for org’s culture by what they say (strategy) & what they do (behaviour), so:
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