Essays on Managing Change and Innovation Assignment

Download full paperFile format: .doc, available for editing

The paper 'Managing Change and Innovation' is a good example of a Management Assignment. Change and innovation are critical in any environment and my workplace is no exception. Change is the key driver of individual and organizational success. Through change, we develop new ideas and expand our capacity to come up with new ways of doing things better (Graetz and Smith, 2010). Change facilitates innovation while making employees competitive in the market. Without change, organizations can remain stagnated forever and in such a scenario they become more obsolescent and unable to compete.

At a personal level, I cannot always count on my conventional skills and experience to succeed; I need to spot and conform to change so that I may add more value to the workplace. During this week’ s seminar, I was particularly drawn to the nature of change and behaviors that promote innovation. Change is inevitable; whether we like it or not, change is bound to happen. It is a must for any organization and society that seeks to achieve its goals and objectives. Change is demanding because it dictates that people learn to do things in a new way, think, and act differently.

It is not easy especially since sometimes the workforce needs to change immediately without harming the flow of work. Sometimes change is never planned for but this does not mean individuals rue its occurrence at the expense of adjusting accordingly. On the other hand, innovation is a culmination of embracing change. Once the workforce embraces change, they are better placed to see things differently and come up with better approaches and products that meet the market demands (Tidd. , et al, 2001) To promote innovation, it means that organizations and employees do things differently; from the past and from others.

Innovation is an indicator of responsiveness to change. It is about taking risks at the individual level but whose benefits spill over to the entire organization. What I learned in this session is in line with my workplace experience. On several occasions, I have found that I can no longer operate the way I used to. Sometimes even clients complain that that is not the way I should handle them. We often upgrade our IT systems and train on the same, thus abandoning the old methods.

Vocational training is part of the work program since the management realizes the workforce needs to stay updated with the current dynamics. Innovation has been rare in the absence of training, perhaps because individuals need to be induced by change so that they can think critically and yield new products. In broader terms, I have learned that change and innovation are inseparable. Diary2: workshop 2 Concepts: Understanding change, Change Process The seminar today was about understanding change and how the entire process takes place.

Pursuant to the realization that change is not instant (as seen in seminar 1), today I was interested in knowing what change really is, the forms in which it is presented in organizations and the stages it undergoes to reach the optimum level and have the desired effect

References

Bridges, W., 2010. Managing transitions: Making the most of change. ReadHowYouWant. com.

Conway, S. and Steward, F., 2009. Managing and shaping innovation. Oxford University Press.

Graetz, F. and Smith, A.C., 2010. Managing organizational change: A philosophies of change approach. Journal of change management, 10(2), pp.135-154.

Jones, G.R., 2010. Organizational theory, design, and change. Upper Saddle River: Pearson.

Rothaermel, F.T., 2015. Strategic management. McGraw-Hill.

Schein, E.H., 2010. Organizational culture and leadership (Vol. 2). John Wiley & Sons.

Seebode, D., Jeanrenaud, S. and Bessant, J., 2012. Managing innovation for sustainability. R&D Management, 42(3), pp.195-206.

Thomas, R., Sargent, L.D. and Hardy, C., 2011. Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), pp.22-41.

Tidd, J., Pavitt, K. and Bessant, J., 2001. Managing innovation (Vol. 3). Chichester: Wiley.

Torugsa, N.A. and Arundel, A., 2015. The nature and incidence of workgroup innovation in the Australian public sector: evidence from the Australian 2011 state of the service survey. Australian Journal of Public Administration.

Download full paperFile format: .doc, available for editing
Contact Us