The process consultation view has been advocated by Schein since late 60’s (first edition 1969). It belongs to activities of organization development (OD). OD is one of part of the organization processes which aim improving organizational and individual effectiveness. Process consultation (PC) is one of the OD techniques, enlisted with sensitivity training (self €improvement), survey feedback (introspection),team building (socializing), and role negotiation (changing roles and perception. The main argument of Schein for process consulting is to help people in organizations to help themselves. Process Consultation is the creation of a relationship with the client that permits the client to perceive, understand, and act on the process events that occur in the client’s internal and external environment in order to improve the situation as defined by the client. Edgar Schein, (1969) Process Consultation: Its role in organization development Process consultation is the reasoned and intentional interventions by the consultant, into the Continue reading
Modern Management Practices
Overview of Reverse Innovation Concept
Vijay Govindarajan and Chris Trimble, in their book on Reverse Innovation defined the term “Reverse Innovation”; they define it as any idea, which will be first adopted in developing world. This phenomenon was not very common in the past for a simple reason that the rich and affluent that had the ability to demand were mostly concentrated in developed nations. Demand drove the technology and hence most of innovations happened in the west. United States and Germany have about 300 noble laureates in science and technology, while India and China who are six times in population have less than ten of them in total. Most of the solutions that were innovated in the west were hence imported. Slightly modified versions of the global products, mostly their low-end were “Glocalized” and were seem to be most relevant. This view, over time, is seemed to be no longer accurate. The nature of Continue reading
Corporate Entrepreneurship (CE) and Human Resource Management (HRM)
Today’s economy is experiencing its ups and downs very quickly: rising competitiveness and fast changing technologies create pressure to the companies that want to stay at the top of their markets. This is not going to slow down, so the need for tools of success is arising. At the same time we are moving away from the belief that “entrepreneurs are born, not made”. That is why the wanting, believing, hoping, planning must be followed by doing. As already Confucius said: “When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps”. It is time for action and one form of it that suits different businesses nowadays is — Corporate Entrepreneurship (CE). Corporate entrepreneurship is the process whereby an individual or group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization. There Continue reading
Innovation Management – Managing Innovation in Business
For many organizations and countries alike, innovation and innovation management are no longer luxury items, but rather necessities and a means of sustaining economic development and competitiveness. To serve customer well and maintain the competitive position in business, companies are forced to focus on the creation, updating, availability, quality & use of innovation by all employees and teams at work and in the market place. Innovation can be defined as the implementation of new created ideas for generating business value. Many times, people use the term ‘innovation’ for ‘innovation creation’. But there is a difference between the two. While innovation creation is an important aspect of innovation processes, so is the ability to search for and identify relevant external innovation, applying existing innovation to new contexts, understand and absorb unfamiliar external innovation to blend and integrate different bodies of innovation together. Thus innovation processes are much more than innovation creation Continue reading
Business Process Reengineering (BPR)
History of Business Process Reengineering (BPR) Concept In 1990, Michael Hammer, a former professor of computer science at the Massachusetts Institute of Technology (MIT), published an article in the Harvard Business Review, in which he claimed that the major challenge for managers is to obliterate non-value adding work, rather than using technology for automating it. This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing work rather than using it as an enabler for making non-value adding work obsolete. Hammer’s claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their processes in order to maximize customer value, while minimizing the consumption of resources required for delivering their product or service. Continue reading
Leadership and Followership
All-important social accomplishment requires complex group effort and, therefore, leadership and followership. Leader-follower relationship is two way, leader as well as followers have great capacity to influence the relationship. Just as a leader is accountable for the actions and performance of followers, so followers are accountable for their leaders. Followers support leaders when necessary and help them correct their actions, just as leaders must support followers and help them to correct their actions. This is partnership and both sides must be proactive. Organizations are successful or not partly on the basis of how well their leaders lead, but also in great part on the basis of how well their followers follow. Courageous followers help leaders stay on track and manage their decision-making processes in the right direction. Responsible and effective followers have a critical role in maintaining the desired partnering dynamics. In his book The Courageous Follower, Ira Chaleff points Continue reading