Principal of management 2011

CONTRIBUTION OF ROSABETH MOSS KANTER TO MANAGEMENT PRINCIPLES AND THOUGHT Rosabeth Moss Kanter is a leading American Authority of management of change. She developed the concept of the post Entrepreneurial Corporation in which the individual employees are empowered to

deal with increasingly competitive, innovative, and globalised economic or political conditions. The book The change Master (1985) and when Giants learn to dance (1990) focus on how traditional formalized and departmentalized organisation resists change and hinder innovation. She proposed simple, entrepreneurial structures in which individual employees are empowered and encouraged to maximize their contribution. The role of the manager in such structures becomes that of leader, facilitator, catalyst, and partner. Managers must seek to maximize the corporation and synergy that systems of organization and the processes of management can generate. (The process of synergy can be defined in terms of the achievement of positive joint effect by a combination of resources). And they must involve other organizations with enterprises value chain as partners rather than adversaries in achieving a flexible entrepreneurial response to increasing rates of market, innovative, cultural, or political change.

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Principal of management 2011

TECHNOLOGY DISCONTINUITY R.N.FOSTERTechnology dynamics R N FOSTER (1987) described the character of technology dynamics in terms of an S CURVE relationship between that technologys performance (output) and the investment in effort or funds (input) required to achieve that performance. Fosters analysis shows that after a period of dynamic, technologies eventually exhibit diminishing returns and become obsolete. They may then be replaced by a new technology. These technology dynamics can be illustrated over time by the pair of S CURVE. The critical point of change between one technology and its replacement is a period of technology discontinuity. This potential for technology innovation and obsolesce has major implications for the management of enterprise competence. A key management role will be the maintenance of the capacity and competence of the enterprise to respond to threat to its knowledge and skill base posed by external change and innovation. Management will be defined as much in terms of knowledge and competence adaptation, leadership, and change management, as it is of people and organization.

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Principal of management 2011

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