The author does not give preference to the traditional accounting methods due to lack of real measurement value. He has cited the examples of esteemed companies like IBM, Oracle and Coca Cola. These organizations perceive their value to customers more than their running cost. According to my point of view voluntary organizations are the best in perceiving their value because they measure it according to their contribution for the society. In my opinion innovation and research are preferable accounting methods rather than traditional methodologies. My statement is in favor of those managers who explore the growth factor of their companies rather than those managers who do not discuss their company’s growth openly due to their competitive jealousy toward other companies.

According to my point of view the reformation process of measuring know- how has proved very beneficial for all measurement requirements. The author is in favor of perceived value and my views also support the author’s statement that there is much difference between perceived and actual value of particular measures. In my views all organizations should put hard endeavors about measuring the culture of their business. So this article is very helpful for evaluating the best part of the knowledge. Thus in my opinion there is need to develop a technological framework and user support for attaining success in measurement requirements for all organizations.

Reference
Rylatt, Alastair, 2003, measuring your know-how, in winning the knowledge game, The McGraw Hill Companies

In this article my point of view is somewhat different about the concept of autocratic decisions because according to me participation has nothing to do with autocratic decision making process. The author has emphasized only upon the negative side of the resistance factor but according to my opinion it is natural human tendency that those changes which are particularly related to reduction in job variety are likely to be evaluated negatively by all change recipients. According to my personal experience I have realized that sometimes the most controversial change proves beneficial only due to resistance factor. The readers can be logically convinced about the author’s point of view that participation must be at initial stage of the change process because in my opinion they can prove beneficial for bringing improvement in strategic change by expressing their attitude about the change process.

This article helps a lot in clarifying the concepts related to sustaining change and innovation. This paper is quite appropriate to understand our weekly chapter which was related to change management by the managers. So this paper explores all techniques of participation with which the organizational managers can avoid any difficulty during change management. Thus this article has really widened our understanding about change management and innovation which is one of the prior issues of all organizations these days.
Reference
Lines, R 2004, ‘Influence of participation in strategic change: resistance, organizational commitment and change goal achievement’, Journal of Change Management, vol. 4, no. 3, pp. 193–215.

According to my point of view in order to compete successfully and attain high performance the managers should realize the fact that the co-operation of the employees is the most important factor. In my opinion team development is also an indispensable factor for strengthening an organizational trust. I would like to cite an example of my electricity company which is one of the distributors of electricity. The company decided to sell green electricity which produces from renewable sources along with normal or black electricity which causes environmental pollution. In order to get positive response from the employees the company decided to give $35 extra to the team members for selling green electricity and also motivated them for contributing in making the earth green. Consequently all the teams put their best efforts in making more sales for green electricity due to extra payment which further brought an extraordinary profit for an organization. It proves how reward system and team development brings positive output for any strategic change.

Thus performance measurement and a gain sharing reward system prove beneficial for successful implementation of any strategic change. This article also widens my understanding about appropriate and effective measurement of the innovation. It gives more clarification to our weekly lecture which is related to the concept of various financial measures and recommended for measuring and evaluating innovation and change project .
Reference

Chenhall, RH & Langfield-Smith, K 2003, ‘Performance measurement and reward systems, trust, and strategic change’, Journal of Management Accounting Research, vol. 15, pp. 117–43.

Changing Attitudes About Change: Longitudinal Effects of Transformational Leader Behavior on Employee Cynicism about Organizational Change

In the given paper the author has described that the leaders’ behavior put a great influence upon employee’s attitude. I am firmly agreed with this statement of the author that there is strong relationship between leadership and organizational change because a leader is the one who has to implement organizational change among his employees. The author has considered transformational leadership as the most effective approach to study change implementers in an organization because they are the basic force which motivate and inspire his followers for positive response towards organizational change.

The author has also mentioned his views about reducing organizational cynicism. According to my views the leaders should know how to deal tactfully with negative attitude of employees during major organizational change. The cause behind cynical views of employees may produce from the reason that they lack adequate motivational power for work by their transformational leaders. I think good harmonious relationship with employees always helps in strengthening the organizational goals. So transformational leadership behavior is really a potent instrument to encourage and motivate employees and it also helps in developing co-operation among employees which further brings positive organizational change.

This paper has proved very beneficial to me because it has given me deep clarification regarding my lecture topic which was based on various dimensions of leadership and the expected roles for effective change leaders. According to my point of view a transformational leader can win over organizational cynicism by developing co-operation and by increasing their involvement during any minor or major organizational change. In my opinion a transformational leader must be inherited all leadership qualities which include knowledge, skills, charismatic behavior, honesty, work ethics, creativity, communicative ability and intelligence power in order to expect positive response from the employees.
Reference
Bommer, William H., Rich, Gregory A., Rubin, Robert S., 2005, Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change, Journal of Organizational Behavior, 26 (7) p733-753

Besides technical and social change there is structural change which is related to measurement management and control based management. The author has given logical arguments to prove that the structural change cannot be implemented completely without affecting social change because social participation is pre-requisite for implementing change in an organization. According to my view that the reason behind is that the social change deals with all work activities related to the workers. The strategies suggested by the author will help many readers to implement organizational change at their own places. The author has also clarified to me the difference between large scale change small changes in an organization.

Thus according to my opinion the restructuring like job designs can be implemented without workers support but for bringing social change the participation and consultation are indispensable for change. The author intend to convey the idea that the unilateral change is more practicable rather than shared methods. But in my view the structural change deals with unilateral techniques but behavioral social change deals with shared methodology. Thus this article contribute in our understanding about the techniques of implementing innovation and change by discussing various approaches and difference among technical, social and structural change.
Reference
Waldersee, R & Griffiths, A 2004, ‘Implementing change: matching implementation methods and change type’, Leadership and Organization Development Journal, vol. 25, no. 5, pp. 424–34.

Conflict Power and Politics

Conflict, Power and Politics are important components of every organization. The conflict arises among departments or groups in an organization due to different background or departmental goals. The author has suggested various methodologies and techniques to deal with departmental conflicts within an organization. In the age of international business the conflict arises due to various reasons such as incompatibility, differentiation and task interdependence. The intergroup conflict arises due to contradiction between two groups regarding organizational achievements. The author has given a suitable example of intergroup conflict between marketing and manufacturing departments in an organization. The second cause is differentiation which arises due to different emotional attitude of managers. The task independence deals with interdependence among units for attaining organizational goals. The efficient communication and appropriate co-ordination is required to overcome conflict regarding organizational services.

This article has presented two models in which the rational model is used when logical pattern is followed regarding attainability of desired goal and the political model refers to democratic behavior regarding decision making. The power and authority have different implications as power refers to the ability to influence others for attaining desired results and authority deals with the formal hierarchical force which is positional and accepted by junior levels. The access to the power holder strengthens the formal positional power so the middle managers have great influential role in decision making. The author emphasized the importance of middle managers in order to compete successfully.

The author has suggested all appropriate tactics for resolving contradictory issues. The ignorance towards these tactics can lead an organization towards digression so these political tactics should be skillfully dealt by the managers. The author has also presented many case studies to support his arguments in the given article. Thus this article contributes excellently in widening our understanding about various dimensions of power and importance of cultural change in an organization.
Reference
Conflict, power and politics in Daft, R 2007, Organization theory and design, 9th edn, Thomson South-Western, New York.

A Framework For Change knowledge Management
Author:-Bernard Burnes

It has been traditionally accepted that private sector is much better at change management rather than voluntary organizations. In this competitive era there is need to strengthen voluntary section for widening services in all fields. The SWOT analysis is a key factor for both private as well as voluntary sections. In order to manage change at organizational level an adequate approaches should be implemented. The first approach deals with maximizing shareholder value and the second approach is related to enhance organizational cultural level. Only judicious mixture of both approaches can prove beneficial for change management. The change management should be varied according to individual or group system.

Transformation occurs on both forms such as incremental as well as radical scale. The organization has to go through transformational period according to required change in an environmental system. Incremental change is related to behavioral performance and transformational change deals with change in organizational culture. The proper management of change has more importance for organization rather than type of change. The planned change and radical change have different implications according to different time period. The change management should be variable according to change in organizational purpose or aim. The top down change system transforms at organizational level, piecemeal occurs on departmental level and bargaining deals with both management and workers.

The changes related to structural level demand an immediate attention. It can happen due to unpredictable crisis over an organization. The collaborative approach proves beneficial on individual level for managing behavioral change. The structural change puts an automatic effect upon organizational culture. So there should be proper co-ordination between structural and environmental system for bringing change in an organization. The author has also presented case studies which shows the importance of bringing appropriate behavioral and system change for an organizational benefit. Thus it can be summarized that in order to get competitive position the organization should select a particular approach for a particular change at a particular time.

The knowledge workers play a pivotal role in developing a learning culture in an organization. There should be proper alignment between knowledge units and services. Training, learning and development are interlinked to each other which are related to technological, experience and leadership capabilities. The factors such as individual factor, organizational factor and operational factor have great importance in learning context and knowledge environment. The individual factor inculcates individual reflection, an organizational factor develops social learning and operational factor deals with experimentation of new technologies.

The senior leaders and staff both should work for implanting advanced learning techniques. There is need to recognize an individual development in order to develop knowledge development. The approach related to social factor deals with team membership capabilities. The knowledge leaders lead an operational unit by exploring new challenges. The formal mentorship schemes prove helpful in activity based blending learning but trial and error is not considered as a right approach due to chances of lower performance. During project based learning an individual learns inter project co-ordination. The project management system requires an adequate planning in order to implement satisfactory practices for organizational positive outcome. The mentorship and sponsorship have also great role in order to ensure business progress. The novice users should learn new technological skills from expert users which enhances their knowledge factor as well as organizational context. The evaluating system for measuring competence requires proper feedback by single unit. So there is need to develop a technological framework and user support.

In this way the author has given a fair view of all components which are required for organizational learning but some factors which are necessary for developing feedback system have not got adequate attention. The self management system should be supported by an adequate feedback for accomplishing developmental need. The author has also explained that the goal setting and performance development reviews which help in accomplishing organizational commitments. Thus this article covers all appropriate factors which are required for developing a learning culture in an innovation and knowledge organization.

The management of human resources is indispensable for the success of every organization. It includes human capital advantage and human process advantage. The success of KIF lies in effective human process because it implemented appropriate methodologies, best recruitment criteria, executive development, cultural ideas, reward incentives, motivation and good social relationship. A well organized personnel concept brings human process advantage by attracting and retaining high qualified personnel. KIF has also concentrated upon loyalty factor which affects relationship between management and professionals. The partnership system helps in maintaining loyalty factor because it builds on a long term relationship. In order to manage loyalty there is need of social relations and corporate identity which are major components for social integrative management.

An intrinsic aspect has greater value than financial or commercial side for attracting and retaining qualified personnel. The attraction for employees lies in handsome wages, financial privileges, interesting work tasks, harmonious social relations and healthy organizational atmosphere. The author has given the reference of two companies which have standard structural approach to human resource management and consequently they got success on the basis of management control and personnel management. The key personnel have pivotal importance rather than capital and product. Their performance is measured through organizational outcome which helps in smooth functioning of an organization. In this article the author has not mentioned an adequate suggestive Measures for resolving tension between management and interest of scientists for some Organizations but on the other hand the article covered all major components required for an effective human process and its management in any given organization.

It can be concluded that in order to gain human process advantage there are three fold strategies which include best people approach by selective criteria of recruitment, corporate culture by having people of values with all management skills and strong system with adaptive people. In this way the personnel concept determines the success factor for an organization. So this article clarifies the concept of innovation process model by discussing all issues which are integrated with human resource management.

In this article the concept of creativity is defined with different types of measurements, various idea generation techniques and positive and negative aspects of selection for creativity. There are various training programmers but correct evaluation of these assessing measurements is also very essential. The Philosophers have divided evaluative measures into three parts which are the creative person, creative product and creative process. The creative persons can be distinguished on the basis of their disposition towards originality. The creative product rests on the factor of novelty and the third factor of creativity is related to the mental process. Torrance opines that creativity originates from hypotheses about previous deficiencies and its evaluation. Pevrconal Initiate which means self initiative approach is a different term from innovation. It can be prove very helpful in evaluation of individual innovative factor.

There are three main approaches for the measurement of creativity which are personality inventories, biographical inventories and creative ability tests. Personality based measures sometimes puts challenge for creative personality. The biographical inventories focus on the events and experiences of an individual and creative ability tests resemble with intelligent measures in many ways. The Torrance Tests of Creativity Thinking include both verbal and non verbal tests. Divergent thinking test is also a useful tool for evaluating the stamina for creativity.

In order to increase creative production brainstorming, training, selection and idea elicitation are essential components. Now group brainstorming has transferred to electronic brainstorming which helps in strengthening decision participation. William Gordon recognized Synectics groups which encourages analogies for finding the problem. Checklist and paper clip are also effective tools to elicit diverse ideas. The author has presented each aspect of all evaluative techniques with multiple implications. Many training programme are also related to Creative problem Solving programs. Thus It can be concluded that the creativity enhancement process should include a judicious mixture of all approaches and its usage should be according to organizational circumstances because only an appropriate selection of evaluative measures determines the success factor for enhancing creativity.