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QUESTIONS MGMT 625

SOLVED BYAYSHA SHOUKAT

FINAL TERM PAPERS FEBRUARY 2011 to 2012

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1. Consensus and collaboration style of leadership and management is required for incrementalchange instead of conflict and power oriented approach.

2. Similarly the use of expert authority and persuasiveness of data is considered more effectiverather than of positional authority or emotionality of charismatic leadership.

3. Incrementalism is perhaps is the most suitable for the environment of stability and of

continuity as this was illustrated during the 1!"#s and 1!$#s

%. &or 'int(berg a renowned management strategist strategy emerges over time through a

continuing process of organi(ational actions and learning as it see)s to cope with and adapt to

its environment. *o him the complex and dynamic nature of the organi(ation+s environment

often coupled with the diffusion in the organi(ation of its )nowledge base for strategy ma)ing

precludes deliberate control, strategy ma)ing must above all ta)es the form of a process of

learning over time in which at the limit formulation and implementation become

indistinguishable. -is paradigm is of emergent strategy comes closer to incrementalist view ofstrategy implementation as it erodes the distinction between formulation and implementation

. Similarly for planning school incremental change is the method by which change can be

implemented best by top management while for learning school it is the method organi(ation

learns from its interaction with environment/. 0nsoff another famous strategist says in his boo) the new corporate strategy &irms and other

organi(ations which are not subected to strategic shoc)s do nevertheless go through

discontinuous strategic changes. *his occurs through stepbystep accumulation of incremental

changes which over a long period of time add up to transformation of culture power structureand competence.4 *herefore the effective and planned change management means minimi(ing

political and cultural resistance in an organi(ation through incremental change.

*herefore what is obvious is that incremental change can also be transformational in nature over a

period of time. Incremental change reduces the resistance within the organi(ation change for strategicchanges is considered the reason and effectiveness of incremental strategy.

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*ransactional leadership is composed of three subfactors. *he first two 5contingent rewards and

management by exception active6 are active forms of leadership. *he last is a passive reactive form of

leadership. 0gain how leaders enact these components and what followers can perceive the leader

doing depends on leaderfollower distance and other contextual constraints. &or instance at a distance

5e.g. politicallevel leadership where followers lac) information on the leader6 followers evaluate

leaders on broad obligations that were communicated to the collective. *hat is the deal4 that is madewas not with specific individuals but with the collective in general

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7ecogni(ing the need to change but responding in ways that have poor strategic fit with the business or divertfrom more important ends. -ere firms may ta)e changes but they cannot support them 8 for example the failure

of 9'I :ody scanner is attributed at least in part to a lac) of suitable experience or competence in

manufacturing and mar)eting of complex high tech products. 0nother common problem is adoption of

innovation as a result of following fashion rather than for clear strategic purposes.

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7ecogni(ing the need but on occasional basis so that intensive innovation effort is followed by a period ofinactivity. -ere problem is one of maintaining continuity and ensuring a steady stream of innovation rather

than pursuing a bloc)buster approach

Prob'%! o" & '&r) (ir&r$(i$&' '.' or)i/&tio#there are three problems associated with large hierarchical levels