SGDT7063 INNOVATION, CHANGE AND ORGANIZATIONAL STRUCTURE

CLASS TASK: Week 1

a) Analyze the article and allocate / distribute all important content aspects according to relevant
sub-topics; 1.0 , 1.1, 1.2, 1.3, 1.4

1.0 Definition of leadership, Innovation, Change and Organizational Structure

 Leadership & Change

Against a backdrop of increasing globalisation, deregulation, the rapid pace of
technological innovation, a growing knowledge workforce, and shifting social and
demographic trends, few would dispute that the primary task of management today is the
leadership of organisational change.
 Changes
These changes have triggered a radical shift in the role of senior managers from the
traditional authoritarian, command and control style to a more open, participative
management style. With the emphasis now on cooperation, collaboration and
communication, managers need to hone a completely different range of leadership skills.

 Organizational Structure
Key words in the lexicon of the newly emerging organisational model include novelty,
quality, flexibility, adaptability, speed, and experimentation. In view of these
requirements, the traditional organisational structure, with its hierarchical, top-down
approach, centralised control and historically entrenched values of stability and security,
is an anachronism. The impetus now is towards flatter, more flexible and agile
organisational forms.

 Charismatic leadership is personalised leadership and is underpinned by strong

interpersonal skills. It is crucial for envisaging, empowering, and energising followers.
The key elements of instrumental leadership are organisational design, control and reward
which involves managing environments to create conditions that motivate desired
behaviour.

1.1 Have an explicit (making a difference) sense of purpose

 Key dimensions of the charismatic and instrumental roles include:

 Challenging the status quo and creating a readiness for change.
 Inspiring a shared vision and personally communicating the future direction
with clear and honest answers to the what, why, and how questions. 
 Creating additional sponsors at different levels of the organisation, involving
as many people as possible to build commitment.
 Enabling others to act: by energising, empowering, building teams,
providing tangible support with appropriate resources, and putting in place
the appropriate systems and structures.
 Symbolic and substantive actions: using rewards and recognition to gain
support. Modelling the way: enacting the new behaviours in deeds as well as
 in words; personally demonstrating senior management involvement and
commitment. 
 Key of stakeholders, communicating the message repeatedly up, down and
across the organisation to ensure the momentum and enthusiasm for change
is not diminished over time.

1.2 Strategies that mobilize many people to tackle through problems

 Creating a capacity for change
 Creating a vision and setting the direction
 Leadership commitment
 Communicating the message
 Reinforcing and institutionalizing the new behaviours

1.3 Indicators of success, and

 The key elements of instrumental leadership are organisational design, control and
reward which ``involves managing environments to create conditions that motivate
desired behaviour

 Using rewards and recognition to gain support; recognising short-term gains or

success stories to emphasise recognition of the new behaviours; and taking decisive.

 The management development programmer succeeded in unlocking old behaviours,

attitudes and values among its middle and senior management, the message from its
``guiding coalition'' would be seen as inconsistent and thus discredited.

1.4 Mobilizing of everyone's sense of moral purpose strategic change leadership

 Creating additional sponsors at different levels of the organisation, involving as many

people as possible to build commitment.

 Qualities and attributes, that demarcate strong interpersonal skills as a key binding
ingredient, provide the nexus between the charismatic and instrumental roles.

b) List down the lessons you learn from this article as far as leadership, innovation, change,
and organizational structure are concerned.

From this article leadership, innovation, change, and organizational structure is a important in
an organization. A leader play important roles to change namely instrumental and
charismatic. Rewarding and recognizing employees allows employees to be more motivated
and interested in making changes. Change leaders need to also emphasize cooperation,
collaboration within the organization. There are five strategies to change leadership,
innovation, change, and organizational structure are concerned.
• Creating the capacity for change
• Create a vision and set a direction
• Leadership commitment
• Delivering a message
• Strengthen and institutionalize new behaviors

Leaders need to adopt a variety of appropriate leadership styles in change organizations.

Participatory leadership style refers to a leader in organizational change by emphasizing
Leaders need to emphasize the spirit of cooperation, collaboration and communication in the
organization. Charismatic leadership should also be present in a leader and supported by
strong interpersonal skills. Whereas instrumental leadership is organizational design, control
and reward that involves managing the environment to create conditions that drive desired
behaviors.

c) Are there any comparable factors or situations which could necessitate innovation, change
and organizational structure in educational institutions? Illustrate.

Internal factors are the cause of changes that come from within the school, among them are
the relationship between the school community, the work system and financial problems.
Relationships between school people that are less harmonious is a common problem,
especially problems related to the relationship between the head and subordinate teachers and
problems related to staff. Problems that often arise are between principals and regular
teachers which are usually related to decision -making problems as well as ineffective
communication.

External factors are the cause of change. A leader must be sensitive to every change that
takes place in his environment. Among the external factors are technology, government, the
pressures of life and the factors of globalization. The development of technological progress
is a major factor in the occurrence of change. These technological factors have led to various
other changes. Examples of changes that have taken place are, the way it works, the amount,
the competencies and the quality required. Apart from that, the education system,
organizational structure, the use of new equipment are also the effects that occur due to
changes in terms of technology. With the changes in terms of the technology then most of the
human tasks have also been taken over by the technology.

Systems and ways of working are also the cause of such problems. Therefore, changes had to
be made. The problems that arise will cause their relevance and spread to the school
infrastructure as well. A way of working that is too bureaucratic and sometimes too free will
also cause the organization in the school to face problems and an inefficient way of working.
A system that is too rigid will cause the relationship between staff to be quiet and result in
low work ethic and consequently work productivity.