ORGANISATION BEHAVIOUR AND LEADERSHIP

Organisation Behaviour and Leadership

Abstract

This report examines the video clips that were shown in the power issue production founded on the ideas of change and discovery in organizational behaviour. It devotes a minutia overview of the theme and its attachment with the movie. At first the report converses about the video clips associated to the theme of innovation. Then step-by-step it concerns the indentified matters of discovery with change to glimpse in deepness how these two are interconnected and contemplate in the shown video clips. It furthermore signifies that what were the components which were influencing change. Finally the deduction part of the report best features on the group members? effort how they have worked as a group and accomplished the aim of composing the report.

Table of Contents

Abstract2

Introduction4

Theories of Innovation & Change (according to the oral presentation)5

Innovation6

Theories of Innovation7

Disruptive Innovation8

Sustaining vs. Disruptive Innovation8

Innovation and Schumpeter's Theories9

Innovation Diffusion Theory10

Four size of Innovation10

The innovation11

Communication11

Time12

The social system12

Change13

Change Theories13

Lewin/Schein's Change Theory15

Types Of Change:17

Types of Organizational Change17

Change and Innovation which was mirrored in the Movie18

Leadership (leaders and leadership)18

Changing Structures vs. Changing People20

Brief overview of the Movie22

Conclusion30

Team Reflection30

REFERENCES32

Introduction

Innovations come to organizations in two ways: they may be generated or adopted. Innovations that are generated in an organization are usually for its own use or for sale to other organizations and the generation of innovation is a process which results in an outcome—a new product, service, program, or technology. If this outcome is then acquired by another organization, the second organization goes through another process, that of adopting the innovation.

For the generating organization, the innovation process entails the stages of idea generation, project definition, design and development of the product or service and marketing and commercialization, New product success factors: a comparison of `kills' versus successes and failures (Mabey, and White, 2004, 12-19).

For the adopting organization, the innovation process includes awareness of innovation, attitude formation, evaluation, decision to adopt, trial implementation and sustained implementation. Innovation, therefore, can be seen as both a process and a product or service; the generation process results in innovation as an outcome for the generating organization, while the adoption process delineates how that outcome is assimilated in the adopting organization.

In this paper, to develop a more parsimonious model, we focus only on the adoption of innovations in organizations. Thus, we define innovation as the adoption of an idea or behavior new to the organization. The innovation can be a product or a service, an organizational process or an administrative program, a technology, or a policy or a system related to organizational members (Dawson, 1994, 33-74).

Theories of Innovation & Change (according to the oral presentation)

Structural theories of innovation usually aim to specify organizational design characteristics that lead to innovation. Two sets of structural theories of innovation have been advanced. In one set, usually referred to as uni-dimensional theories of organizational innovation, the relationships between a structural variable and innovation are developed. For example, professionalism affects innovation positively because it increases boundary-spanning activity, self-confidence and a commitment to move beyond status ...