WITH THE REFERENCE OF PTCL

ORGANIZATIONAL
CHANGE AND
INNOVATIONS
MANAGEMENT PROJECT
PRESENTED BY :-

MARIA AKHTAR ALI

AMBER RASHEED

SAMYA BIBI

TAYYABA ASIF

2016

MANAGEMENT ASSIGNMENT
 CONTENTS

ABSTRACT
INTRODUCTION
IMPORTANCE
REVIEW OF LITERATURE
ORGANIZATIONAL RESEARCH
QUESTIONARIES
CONCLUSION
RECOMMENDATIONS
 REFERENCES
 ABSTRACT
Examines how organizations identify and respond to conditions of stability
and change and classifies responses as appropriate or dysfunctional. Using
case study and historical survey approaches, the authors formulate
conclusions about organizations themselves, individual organization
members, and sub-organizational combinations of members. These three
perspectives correspond to the organization's goals, individual career
aspirations, and internal politicking. Technical progress and development of
new organizational forms proceed in tandem; advancement in either field
augurs movement in the other field. The inventor requires a suitable milieu
and new technology enables further sophisticated forms of organization.
Matching the rise of modern industrial concerns, technological research and
development has been increasingly professionalized and financially
supported by large corporations and government. Firms in (then) newly
created industries, such as electronics, face a unique difficulty. Unlike
counterparts in established fields, new firms in these industries must
respond to rapidly changing market conditions without the benefit of a
management experienced in the exigencies of that sector. The authors
examine common new-industry responses to planning needs. These include
the transfer of technical staff to the sales force and assignment of user
needs research to research and development staff. Two important
organizational approaches are identified. The mechanistic approach,
suitable for stable industries, is marked by precise definition of member
function and is highly hierarchical. The organic approach is more
appropriate to industries undergoing change and is characterized by fluid
definitions of function and interactions that are equally lateral as they are
vertical. (CAR)
IN
INTRODUCTION
Change, innovation, quality, expertise and creativity are familiar concepts when it
comes to organizational change. During the past decades numerous theories and
concepts have been developed to face the challenges of complex societies and to
fundamentally improve organizational structures. To give an example: as early as
in the 1950’s a number of different models aimed at bringing about organizational
change were proposed, e.g. Lewin’s Three-Step Change Model (1951),
distinguishing three individual phases forany process of change: Unfreezing
Changing-Refreezing.

During the course of the last decades all industries, from the agricultural to the
telecommunications sector, have felt the need to gradually introduce new
organizational concepts, exposing themselves to a plethora of changes in order to
meet the growing challenges posed by markets and new competitors. Currently,
in a phase defined by “learning organizations”, the only viable solution to adapt to
increasingly competitive and globalized markets is becoming ever more obvious;
change management, the driving force behind new economies and organizational
development, is on the rise, developing in step with knowledge management. At
present, managing change is one of the major challenges confronting not only
organizations but also individuals who, on the one hand, have to stay in stride
with organizations as they undergo their process of change or, on the other hand,
are in charge of enabling change by implementing and coordinating processes of
change and innovation within the organizational structures. At some point it
becomes necessary to develop and systemize the concept of change management
and to consider what prerequisites are necessary in order to introduce a change
management system to an organization. Obviously, change management is not an
isolated concept that simply appeared out of thin air, nor is it the mere result of a
simple decision taken at the top hierarchical levels. To introduce and implement a
process of change, companies and organizations need to fulfill some basic
prerequisites such as a management policy which fosters communication and
dialog and a certain hierarchical structure at the individual levels. Ultimately,
change or transformation cannot be enforced from the top level down, but need
to be understood and adapted by all involved in order to minimize resistance
against changes, preventing the obstruction of these types of processes. We must
not forget that to the individual, change and transition always pose a threat to his
or her current status or even to his or her means of income. Let us not forget that
restructuring measures can result in the loss of jobs. Above all, and this may seem
contradictory, changes are slow processes that are crucial in order to meet the
unforeseen and urgent needs.

Hamel (2006) agrees that leadership is vitally important because he believes it is

innovation in management principles and processes that create long-lasting
advantage and produce dramatic shifts in competitive position. By comparison,
technology and product innovation tend to deliver small-calibre advantages.
Hamel’s elements of management innovation are:

• Commitment to a big management problem

• Novel principles that illuminate new approaches

• A deconstruction of management orthodoxies

• Analogies from atypical organisations that redefine what’s possible (Hamel

2006).

The role of the leadership team is to provide the right environment for employees
to be innovative because it is people, not organisations, who come up with the
innovative ideas. This report is a review of the literature on organisational and
management innovation. The discussions begin with a systems model of the
innovation value chain, which is followed by discussion of internal factors such as
management innovation, leadership, organisational culture, organisational design
and human resource management. The discussion then moves to innovation
involving interaction between the organisation and the external environment.
External interactions include partnerships between R&D organisations and
businesses.

IMPORTANCE
Organizational change Innovation is the process of creating and implementing a
new idea. It is the process of taking useful ideas and converting them into useful
products; services or processes or methods of operation. These useful ideas are
the result of creativity, which is the prerequisite for innovation. Creativity in the
ability to combine ideas in a unique way or to make useful association among
ideas. Creativity provides new ideas for quality improvement in organizations and
innovation puts these ideas into action.Change and innovation are closely related,
even though they are not the same. Change often involves new and better ideas.
The new idea may be the creation of a new product or process or it can be an idea
about how to change completely the way business is carried out. Successful
organizations understand that both innovation and change are required to satisfy
their most important stake holders.For both established organizations as well as
new organizations, innovation and change become important in a dynamic,
changing environment. When a company fails to innovate and change as needed,
its customers, employees and the community at large can all suffer. The ability to
manage innovation and change is an essential part of a manager’s competencies.
 REVIEW OF LITERATURE
The Cooperative Research Centre for Remote Economic Participation (CRC-REP) is
a public good research centre that delivers solutions to economic disadvantage in
remote Australia. The Centre has three goals:

1. Develop new ways to build resilience and strengthen regional communities and
economies across remote Australia

2. Build new enterprises and strengthen existing industries that provide jobs,
livelihoods and incomes in remote areas

3. Improve the education and training pathways in remote areas so that people
have better opportunities to participate in the range of economies that exist.
Referring to Baum’s (2004) definition of innovation – ‘something truly different in
the market that makes your customers’ lives better’ – it becomes clear that CRC-
REP will indeed need to be an innovative organisation to achieve its goals.
However, there is no silver bullet to becoming an innovative organisation. This
paper has highlighted some of the key factors that need to be considered in the
internal environment (such as leadership, organisational culture, organisational
designs, human resource

management and knowledge management) and the way it interacts with the
external environment (such as open innovation strategies, partnerships and
Indigenous knowledge). Hamel (2006) categorically believes that it is
management innovation, more than any other kind of innovation, which has
allowed companies to cross new performance thresholds. Finding new solutions
to overcoming 230 years of Indigenous disadvantage will require ‘a marked
departure from traditional management principles, processes, and practices ...
that significantly alters the way the work of management is performed’ (Hamel
2006). Undoubtedly, this will include finding new ways to combine Indigenous
knowledge, innovation and creativity with Western paradigms of research.
The literature indicates that innovative organisations are those where innovation
is everyone’s business and it occurs throughout the organisation. For example,
the literature suggests that innovation needs to occur in the following areas:

1. Management innovation – need to reinvent management to cross new

performance thresholds (more bangs for your buck)

2. Leadership innovation – integrating top-level leadership, strategic

innovation and executive cultural intelligence to magnify the positive effects of
leadership

3. Administration innovation – finding new ways to implement policies and

procedures (e.g. monitoring and evaluation) that do not inhibit creativity and
innovation

4. Human resource management – to better attract and retain innovative

staff

5. Research innovation – rethinking Organisational design to maximise

creativity and idea creation

6. Innovation at the individual project level – to generate new ideas and

increase Employee motivation and job satisfaction

7. The researcher/supplier/consumer interface – working with Aboriginal

and Torres Strait Islander partners to assist them to identify required outcomes
(as opposed to solutions). Collaborating with private businesses to commercialise
intellectual property developed with Ninti One. 8. Indigenous knowledge and
entrepreneurship – working in the ‘third space’ where Aboriginal and Torres Strait
Islander and Western knowledges converge.
 ORGANIZATIONAL RESEARCH
For the purpose of research in our topic we have selected PAKITAN
TELECOMMUNICATION COMPANY LIMITED (P.T.C.L) as an organization for
research total quality of management differs from the common management in
number of ways. Let us take can example of a telecom company like ptcl.

Strategic planning and management:

in traditional management management not make stratetegic plans like in ptcl, a
decade back you can’t find any type of strategic plans from there side to counter
the other telecom companies coming in Pakistan. But with the total quality
management you can make stratetegic plans and then work on those strategic
plans to achieve the goals. Like ptcl did them made strategic plans when the
others telecom companies comes in Pakistan .first they provide easy connection
to everyone with one application you can take a connection. Then they provide
online billing payment to help the customers to pay the bill online. And with the
continuous improvement in there strategic planning they now had the biggest
internet provider in Pakistan.

Change relationship with customers and suppliers:

In traditional management rules are to be followed strictly. And quality will only
be measured when you find any defect. Like ptcl when ever any kind of complain
occur they try to find the solution like they have no concern to make a continuous
improvement in the distortion of line or using an old wiring. But in total quality
management you have to think more than customer wants and there
expectations. And for this you have to improve the standard and quality on the
continuous basis. Like ptcl did they provide more than there customers wants e.g.
In internet providing they provide best speeds and continue to improve the speed
at a cheaper rate or better than there competitors.
Customer focus:
In total quality management there is main emphasis on the customer what
are there needs and in what way we can provide services better. so the
customer will be happy with them.

Ptcl is the most profitable business sector in Pakistan. And due to this they have
to happy there customers .so they provide best services to them. Because
customer is the king customer is every thing for the company so if the company
provides when the customer really needs it then only he will be succeed. Like ptcl
did when they see that people need first internet connection they introduce
broadband facility at a cheaper rate and also those business person who a lot to
use laptop provide wireless USB internet.

Scientific approach in decision making:

This is another big difference between totally quality management and old
management. In total quality management all the decisions are made with the
help of scientific research. Because people easily accept those things which are
scientifically proved.

Commitment
Commitment is another thing which is used by the total quality management and
not used by common management. as in total quality management the main
purpose is to satisfy the customer wants and needs and try to do better. People
are more committed what are the requirements of there customers. And they try
to provide them. But in the common management is more of providing thing
theyhave no concern in the commitment to work. They are only committed to the
company.

Employee involvement
In total quality management employees involvement are more as they consider
being the asset of the organization and in the telecom industry like ptcl it will be
given a good status. Now in the today’s world you have to be more innovative to
be ruled in the world. If you give freedom to the employees and listen to them
they will come with good ideas .but in the common management employee
involvement are zero they have to do just there work. And no body cares about
the innovations or new ideas. Like a decade before ptcl was just providing
telephone service but with the innovations they are now providing internet online
billing facility dish TV. And many others things that’s why there are very successful
in today’s world.

Organizational structure:
In the traditional management ptcl was highly specialized organizations who
believe on individuals works. Due to this if any person retired or leave the
organization they don’t have a good specialized persons who can work with the
same efficiency. But in the total quality management every one is in the network.
And doing the job more easily.

Organizational change:
In the traditional management of ptcl they are just using the old wires to provide
a connection and line distortion was also a big problem. And the management is
not making any effort to change these things. but with the total
qualitymanagement now ptcl is using fiber optic cables which are approved by the
iso .and also now they have launch the wireless ptcl phone to provide more
benefit for there customers.

Motivation and job design:

In the old traditional management peoples are bored with there work they are
not motivated by the managers. so they not work with whole heartidily.but in the
total quality management peoples are self motivated and they wanted to do well
because management provide them good respect and provided bonus and other
things if they does well. So people are more satisfy.
 CONCLUSION
To conclude we can say that change may be forced on an organization or an
organization may change in response to the
environment or an internal need. Whatever the case changes must
be properly planned and members should be properly prepared to
acceptt h e s e c h a n g e s e n t h u s i a s t i c a l l y , b e c a u s e t h e r e a l
w o r l d i s t u r b u l e n t , r e q u i r i n g organizations and their member to
undergo dynamic change if they are to perform at competitive levels. I’ll
conclude with an example of a situation using these principles
successfully. In this situation, John Williams had just accepted a position as a
data center manager. Entering the job, he found that morale was low,
inspections had been failed, and there was an atmosphere of distrust.
John had some barriers because it was a civil service situation and he did
not control the salaries of the individuals working for him.
After evaluating the situation, he called a meeting and announced
that everyone would be cross-training everyone else, and all procedures
would be documented. This was met with significant resistance, as you can
imagine. Each employee had his or her own small innovations – “cheat
sheets,” informal procedures, and other “industrial voodoo” that they
guarded jealously. They each felt that his or her own job security was dependent
on their exclusive knowledge of some essential part of the data center.
Johne x p l a i n e d t h a t p a r t i c i p a t i o n i n t h e c r o s s t r a i n i n g w a s m a n
d a t o r y , a n d f a i l u r e t o successfully teach one’s job to one’s teammates
would result in termination. He also indicated that once the cross-training
was completed, employees would rotate getting a week off with pay every
six weeks, rotating alphabetically through the six-member team. The caveat
to that was that the employee “on leave” would have to be near a phone in case
his teammates needed assistance, and could be in the office within one
hour. Everyone was much more enthusiastic, given this motivation.
 RECOMENDATIONS
 PTCL needs innovative service offerings — currently it doesn’t even offer
bundles or a single bill.
 Has been unclear about its IPTV and WiMAX plan and strategy (trials are in
progress)
 Overall PTCL still behaves as a monopoly … it has to change its attitude. At
a minimum, avoiding billing errors and providing competent and courteous
service to its customers is essential if PTCL wants to show that it is
transforming itself to a competitive company which cares for its customers.
 It is said that the best assets of a company go home to their family in the
evening. Can the culture of PTCL be changed to a performance and service
based organization? According to the latest director’s report from PTCL the
“organization is being revamped”. Only time can tell the impact
 REFERENCES
 http://www.yourarticlelibrary.com/organization/importance-of-innovation-
and-creativity-for-success-of-an-organisation/21142/
 https://www.google.com/search?client=opera&q=Innovation&sourceid=opera
&ie=UTF-8&oe=UTF-
8#q=introduction+of+organizational+change+and+innovation

 https://www.scribd.com/doc/30511072/Managing-Organizational-Change-
and-Innovation
 http://www.springer.com/series/8833
 http://smallbusiness.chron.com/can-organization-manage-change-innovation-
optimal-way-729.html
 http://www.1000ventures.com/business_guide/crosscuttings/change_organiz
ational.html
 http://www.innovation-management.org/managing-change-and-
innovation.html
 QUESTIONARIES
Following questionnaires were made from the organizational head

Do you think organizational change and innovation is important for your

organization?

 Yes
 No

Did organizational changing strategy is going consistently in your organization?

 Yes
 No

Have these changes created a positive impact on your organization

 Yes
 No

Would you want to change your innovation strategy?

 Yes
 No

Would innovation and organizational change can be your second option?

 Yes
 No