The paper “ Organizational Innovation and Organizational Change” is an intriguing example of an essay on management. The concepts of innovation and change have often been interchangeably used in different organizations around the globe. Nonetheless, it is imperative to be cognizant of the fact that there is an inherent difference between them. According to Okpara (2007, p. 1), innovation can be defined as adding something new to a process or product that is already in existence. In this regard, innovation is the successful exploitation of new ideas. On the other hand, change can be perceived as the act of letting go of the old products or processes and making profound steps towards acquiring something new or the end result, where the journey in between the old and the new is transitional (Ledez, 2008, p.
112). This paper will focus on the innovation and change processes in a manufacturing company where I was working as an assistant supervisor. This is aimed at identifying some things that changed in this firm and categorizing them either under innovation or change. Comparison of innovation and changeDespite the fact that innovation has been perceived to be analogous to change, there is heightened understanding among the management structures of diverse organizations as well as in the realms of academia that innovation is a structures process and practice that is precedent to change in an organization. Firstly, innovation is perceived as a conscious enhancement or improvement of the current products, services, administrative practices or technology in a certain company aimed at meeting the present needs in the market (Hage, 1999, p.
599). On the other hand, change is the eventual entrenchment of the product or services in the market aimed at attaining a favorable niche amid dynamics like increased competition or global technological changes. Secondly, innovation is often associated with positive outcomes in the company, for instance, the production of more suitable products or services which will result in sustained competitive advantage in the market. On the other hand, change is usually twofold, based on who is being affected by the particular change, but mostly associated with negative impacts.
This fact is supported by Ledez (2008, p. 11) who cited that change usually has a variety of appalling insinuations in the organization, for instance, downsizing, layoffs, pay cuts and relocation.
Thus, many people associate change with the generation of stress and tension in the workplace and the employees as they make efforts to deal and adapt to the emerging processes. Thirdly, innovation often becomes entrenched in the culture of the organization and informs the everyday practice in the organization. Thus, the employees in the organization embrace innovation as being central towards the enhancement of the old products or services from the company towards more desirable and advanced ones in the course of everyday undertakings of the company. On the other hand, change is the end result of the organizational culture whereby the employees abandon the tendency towards minimal creativity and in turn embrace an organizational culture with a more profound focus on creativity as a response to the competition in the market.
In addition, the eventual attainment and maintaining sustainable competitive advantage in the market by the company can be perceived as a positive and end result change for the company.