Measuring your know-how, Winning the Knowledge Game, Module 12

Alastair Rylatt,2003.

The article analyses the performance measurements of knowledge and proposes for a shift from the traditional financial reporting. Measurements of  know-how greatly differs and are influenced by the nature of the business operations. There are many examples given in this article but the most prevailing and general for the industry on reporting intangible value are, customer capital, human capital, intellectual capital, relationship capital and systems performance.

Though there are too many varying measures to intangible value, businesses have to develop an appreciation and understanding of how to incoporate the benefits especially if they exist in different business units. There has to be a fusion to have a clear picture of the value of the whole business rather than different departments or units.

The article is a good general source to cap up the course but it presents too many measures to fully absorb and undersatnd all the basics involved. Herein saying it is however beneficial for young management professionals as it gives an idea of the real ‘underground’ implications on measurements. It draws most measures from different fields of study hence invaluable for a general understanding irrespective which field one is predominatly based or absorbed with.

One thing for sure is that the area of measuring know-how is going through a paradigm shift. The question though is, in which direction, since there seems to be marked differences emerging from varying fields of study to come up with accepted generic measurements. I have also learnt and confirmed that irrespective of the type of measurement chosen, one has to appreciate the value of knowledge and it should be highlighted in financial reports to position the organisation at its near/close value.

The human side of strategic change. Module 11

Eneroth, K & Larsson, R 1996.

The journal articulates on the individual human side of any strategic change highlighting on factors that can influence careers in terms of job security, advancement opportunities, stress and other related factors. It is broken down into seven subtitles that are interelated to strategic change from the individual perspective down to organisational culture.

A very enjoyable journal which triggered lot of interest because the facts presented can be directly applied to the current industry trend facing recession and economic meltdown hence the need to be competitive and survive. It gives me a reference point in combating challenges affecting my early career as a management graduate in the workforce. A rich journal indeed, as it draws support and references from a wide range of researchers and scholars.

It reinforced the view that strategic factors have to be addressed from different fields and a cross-disciplinary perspective and taken aboard all the time for it to work. The journal also had some industry terminology that was new and unfamiliar to me for example ‘metaanalysis’ hence intriguing and personally rewarding.

Though overwhelming, it is presented in a chronological order and refers to many other related articles hence helping a lot in understanding mot of the approaches to many levels of strategic change. Though second from last module, it re-emphasises the fact that all organisations should thrive to be competitive and fully understanding the dynamics of human impact on strategic change is one of the ways to gain this competitive advantage in these trying and challenging economic conditions.

Eneroth, Kristina, Larsson, Rikard. International Studies of Management & Organization. White Plains: Spring 1996. Vol. 26, Iss. 1; pg. 3, 13 pgs

Measuring and Evaluating Change : Module 10

Graetz, F, Rimmer, M, Lawrence, A and Smith A, 2002

The reading evaluates and critiques measurements and evaluations of change programs. It uses the Du Pont (Australia) case study as a base. It covers some approaches of this measurements and evaluations of change interventions linked. It also looks at ways used by management to evaluate change interventions, not only that but also the depth distinguishment of the tasks involved . It emphasises the point that continuos improvement should never slow down or be taken for granted especially with thw current global economic meltdown.

The reading highlights that measurements and evaluation, irrespective of what form they take, are a vital tool for comparison, hence a major driving force for change.

The reading is linked and sums up some of the previous modules, hence very valuable at this stage of the course. It helps me understand better the module that covered conflict management, since the causal relationship between tracked changes and the program being evaluated defines conflict management evaluataion as well.

Having said the above, the reading was a bit challenging to grasp especially the financial components related hence the need to revisit a few economics general stuff. This reading does not only help in understanding better the requirements of this course but covers a few differents subjects l am undertaking for this masters program hence really interesting and broad. As a future management leader, the reading has reinforced the industry expectations that improvements in systems should always be a priority to gain competitive advantage.

How managers gain commitment to change: Using a simple cultural questionnaire to involve people Module 9

Sweet, Tim 2000

The journal article addresses three isssues regarding how best to manage change. The three challenges addressed are, helping managers affected by change, gaining commitment to change and measuring progress (aided by the results of the questionnaire). The article highlights that dealing with the ‘softer issues’ is of paramopunt importance in managing change. The questionnaire in this article uses the four way analysis stemming from resources, systems, relationships and purpose.

The general consensus is that, change irrespective of what form it takes, could be more effective and properly managed that what stastics indicate on industry trends. This has reiterated objectives learnt from the previous two modules mainly the issues of communication and conflict handling during change time.

The article is good but overwhelming with detailed research in a small article and it needs time for students to digest and veryfy some of the information presented especially the questionnaire quality and format. Generally a good approach in teaching how to structure some practical questions and how to go about it. Having said such, the article has helped in gathering information related to subject under discussion hence helping not just in this weeks’ module but the entire course as well as industry applications especially with a practical example of questionnaire.

There are two things that the article has confimed to me, that in industry research, direct language is sometimes useful and a good process to avoid ambiguity. It has also confimed that it is always important to address change issues especially the ‘softer issues’ throughly with all stakeholders before and after implementation to gain effective and desired results.

The medium and the message: communicating effectively during a major change initiative.

Goodman, J & Truss, C 2004

The journal article explores the impacts of communication and the appropriate systems associated with it when tackiling a major change initiative. The paper uses the comparative approach of two organisations to analyse the impacts of a poorly stuctured or planned strategy. It shows that when communication and medium use are prepared and undertaken with precision, there are good chances of a smooth and mutual transition. Amodel is presented that can be adopted by many organisations who go through change programmes.

This is an excellent journal addressing the weekly topic. It is rich in practical implications especially by assesing two different organisations that are unique from each other. This aided with the model presented, links well with the findings of the earlier analysis of the two organisations.

The article has helped a great deal in understanding the topic by stimulating an ‘imaginary vision’ of what actually happens during a major change initiative. Most of the theoratical concepts in the study guide where covered and extended in depth of practical implications hence good assistance to me.

The most important points learnt are that in challenging and changing times, organisations need to be flexible and responsive. Communication can avoid lot of uncertainity and dissatisfaction within a workforce. To improve practice, management practioners and students can always try and improve the communication strategies and always make consultations to involve every stakeholder. The article has confirmed that for a major change initiative to be smooth and acceptable, management can achieve this through open communication systems which encourage staff involvement and participation.

Daft, Richard, L, 2007

Conflict, power and politics

Organisational complexity, coupled with globalisation and internationalisation inevitably brings conflict amongst different interests and goals. Conflict can be beneficial if handled properly. The reading highlighted the sources of power that management can rely upon. The adminstration of power presented challenges (at Morgan Stanley) to effective management and subsequently, leadership when confronted with the complexity of human nature (diversity).It also looked at the impact of influence and its relationship with power and performance.

The author addressed the article topic well as general life examples were also given to fully elaborate the points driven. The linkages amongst the variables of conflict, power and politics were well articulated and could be applied to any organisation. The reading helped me refresh and appreciate the need to manage and understand conflict and politics. It provided a sound foundation for the next module since the issues covered here form some of the basis for implementing innovation and change.

The most important thing learnt is that rather than being sceptical about conflict, power and organisational politics, one could easily utilise them to the organisation’s advantage. The article has confirmed to me that, the more power a leader has, the more likely the influence they exert on their teams or departments. Power and politics play an important function in organisational dynamics as seen by the case study, be it annual general voting or major decisions. Im my practice as a human resources apprentice, l could apply the learned concepts in championing change and maximising influence of certain decisions.

Kyredis, Katrina, 2008

Change management in large organisations: smoking laws-a case study.

The article looked at change management in large organisations, articulating on change strategy, implementation and restraining forces. It highlighted the core variables that have to be considered when an organisation has to make changes.

In modern society, change is inevitable, there are many internal and external forces that necessiate change, but if done properly it almost provides competitive advantages to most stalkeholders though this can bring negative variables to an organisation hence the need for proper planning and implementation.

The practicality of the article can be questioned since a fair bit of good strategy seems the main basis for change management. At Coles Distribution Centre where I work I have come to realise that communication is the cornerstone to change management especially considering that one of the greatest restraining forces is an organisation’s own workforce if they do not agree with the change being implemented. Management at Coles are so particular with communication to the extent that even in the middle of a shift they can call for a short meeting with all employees especially if the ‘grapevine chats’ are spreading on an outstanding issue or change. This coupled with what i have learnt from the article will help me improve of my techniques of facilitating change in my small team that I am going to be leading in a few weeks time.

Herein said, change is inevitable and could be beneficial if acted well upon, but with the example of smoking laws, one can see that change can only fully work if their is mutual understanding and agreement with majority of the stakeholders. Some businesses reported shrunk sales because of the ban.

The article assisted my understanding of change by highlighting most of the variables that one needs when implementing change and how best to deal with restraining forces especially your own workforce.

Learning and development in a knowledge setting

Debowski Shelda, 2006

Every organisation thrives to gain competitive advantage and even more so with the gloom economic conditions predictated to continue for some time. This can only be enhenced by developing a human-capital pool that gives the organisation some varying capability to adapt to an ever changing environment (De Cieri 2003). The reading highlighted some of the most agreed key features of a knowledge organisation in continuous learning, knowledge generation and sharing, critical systematic thinking, learning culture, encouragement of flexibility and experimentation and valuing of employees (Senge 1991).

In looking at examples of General Electric, Woolworths and Coles, it can be noted that in principle everyone advocates for learning organisations but there is more to it regarding its implementation. Here in Australia, personalised attention and excellent customer service/care are taking precedence in most industries (Bate 1995).

The reading explains how to adoptthe paradigm shift of knowledge organisations, but how practical can this be considering the current socia-economic conditions. Analysing the operations of the recently collapsed Kleenmaid in Australia, one wonders how this ‘learning organisation’ failed, hence the conclusion that the concept is excellent and should be championed but difficult to practically implement on its own (Bate 1995).

However the reading is excellent in articulating the idea of double-loop learning. It covers as much ground on every related facet of the concept, well understood and intrigues learning more about this paradgm shift and its applicability in modern economies of scale. Herein said, some of the information is overwhelming since it covers a wide range of HRM issues and practices. Learning and development in a knowledge setting can be facilitated by establishing a strategy, redesigning of structures, changing culture, conducting a learning audit and a couple of other issues (Robbins et al 2001).

List of reference

P Bate, Strategies for Cultural Change (London:Heinemann, 1995).

H. De Cieri, R. Kramar, RA Noe, JR Hollenbeck, B Gerhart & PM Wright, Human Resource Management in Australia (strategy people performance), McGraw.Hill, Australia, 2003.

SP. Robbins, B.Millett, R. Cacioppe & T. Waters-Marsh, Organisational Behaviour, 3rd edition, Pearson Education Australia Pty Limited, 2001.

P. Senge, ‘The learning organisation made plain and simple’, Training and Development journal, October 1991.

“Human Resources Management & Personnel Concepts, in Knowledge work and knowledge-intensive firms“

Alevesson, Mats 2004.

The reading is rich of HRM principles, covering a large range of knowledge work and knowledge intensive firms’ characteristics that have implications on Human Resources Strategy. It refreshes on the first three modules of the course as it links knowledge work as the starting point of HRM strategies, articulating on the differences between human capital advantage and human process advantage. The paper clearly highlights knowledge work serving as an integrative framework for HRM policies and practices.

Formulation of a solid and viable strategy hinges on the quality of the employee recruited as evidenced by KIF’s who have some of the most educated staff (Flemming 2007). A well structured comparison of work tasks did help me understand the module better with KIF’S being customised, non-standardised, complex problem solving, creativity and being person intensive. All this can be related to HRM strategy success stories such as that of Starbucks.

It draws the point for the balance between human capital and human resources advantages as organisations cannot afford to ignore them especially with the sucess of Chinese and Japanese companies in modern day (Woodman et al 1993).

The reading states personnel as the organisation’s most significant resource but with the current economic meltdown, one has to think strategy linked to capital, bearing in mind recently collapsed KIF’s hence capital will play a major role in shaping strategy.

Many incentives and practices can be used to attract the best staff and motivate them to match the HRM policies of an organisation (Flemming 2007). Well articulated article that builds a good understanding of the next three modules to come. The greatest challenge though in modern global crisis will be balancing exploration and exploitation. The ‘fit of the puzzle’ is how management will manage the processes of value creation in this current global crisis.

List of references

R W Woodman, J.E Sawyer & R.W Griffin, Towards Theory of Organisational Creativity’, Academic of Management Review, April 1993, Oxford.

http://www.ebrc.fi/kuvat/Poulfelt_SF07.pdf, viewed 10 April 2009.

Creativity:The slumbering giant of organisational studies

The reading highlights the many divergent ideas and perspectives of the nature of creativity in organisational studies. This is an excellent article in aiding business students to have a fair understanding of the subject matter. It critiques the topic from many diverse angles to come up with a solid scholarly perspective.

The reading rightly states that creativity is difficult to define hence being viewed from many angles in the studies of organisational behaviour (Amabile 1997). The main point though is that creativity is linked to something new. The general acceptance amongst many organisational scholars is that the concept of creativity has changed throughout history (R W Woodman et al 1993). This is supported by the assumption of meeting change in organisations.

Without creativity, organisations would have not changed shape from the ancient views and approaches. Every paradigm shift is necessiated by creativity, however it is accomplished. Creativity is the main activity for advancement as noted by modern leading industry leaders who encompass it in the daily operations (Robbins et al 2003).

This reading can be summed up by the article of Amabile 1997 (Creativity in Organisations), which propounds three main components of creativity as being, expertise, creative thinking skills and motivation. All the three components can be seen as being actively embraced in organisational studies in countries like Japan and China, of which creativity has made most of their companies innovators as well as market leaders.

The most important question is how does one clearly define a ‘sleeping giant’. In saying that the reading is intriguing and triggers the appetite for exploring all the facets of creativity and how it can be used for competitive advantage.

List of references

T M Amabile, Motivating Creativity in Organisations, California Management Review, Fall 1997.

SP Robbins, B Millet, R Cacioppe and T W Marsh, Organisational Behaviour, Pearson Education Australia Pty Limited, 2001.

R W Woodman, JE Sawyer and RW Griffin, ‘Toward a Theory of Organisational Creativity’, Academy of Management Review, 2001.