Managing Change and Innovation in the Information Technology

Topics: Innovation, Change management, User innovation Pages: 28 (7905 words) Published: May 6, 2012
Assignment Two: Individual Assignment
COURSE: Contemporary Issues in Business
Module code: 6FB580621

Define organisational change and critically explain the forces driving innovation and change in today’s organisation. Critically discuss why changes in people and culture are critical to any change process. Assess what the potential sources or reasons for the resistance to change might be. The concepts above are applied to: ‘Microsoft.’

Country: Trinidad and Tobago
TUTOR: Arnold Ramjitsingh
STUDENT NAME: KATHY ANN CHINEBAS
STUDENT NUMBERS: 14106100
Word count for report: 2092
Word count for reflexive essay: 500

Table of contents
Introduction 3 Lit Review 4 Forces which drive innovation and change at Microsoft Company 5 A Critical Evaluation of why changes in people and culture are critical to any change process 6 particularly at Microsoft What are the sources or reasoning for resistance to change at Microsoft 7 Conclusion 8 References 9 Appendix 1; reflective essay 10 Appendix 2; marked version of assignment 1 11-19 Appendix 3; weekly submittal of articles 20-26

Introduction
Advances in information technology are driving many of the changes in the world and in today’s organisations. The purpose of the report is to explore managing change and innovation, and what models or strategies can be used. These concepts, strategies, implementations and models are discussed within the Microsoft Corporation.

Lit Review
Organisational change is the adoption of new idea or behaviour by an organisation, (Richard Daft, pg306). These changes are caused by driving forces such as radical changes, where processes radically change an industry’s rules of the game. Another driving force is the ambidextrous approach that is incorporating structures and processes that are appropriate for both the creative impulse and systematic implementations of innovation. New product and technology change allowing organisations to innovate more by introducing new products or new technologies. Author Bruce H Kerrelgor explained how change could be planned unplanned or continuous. There are however sources of resistance to change such as self-interest, lack of understanding and trust and uncertainty. The employees may not be flowing in the same direction of the changes to be made or view the company as not being ready to handle such changes. People and culture are important for successful changes in an organisation. People should be able to change in their attitudes and behaviours. Culture changes pertain to the entire organisation shifting the basic mind set from an organisation forced on rules to doing whatever is needed to fully satisfy customers. However, not everyone is very welcome to changes in a firm. Most employees see this as a down fall on them and the managers are only doing it to...

References:
Chesbrough, (2003c) also agreed that the effects of globalization in terms of increased competition, increased mobility of skilled workers, shorter product life cycles, higher risks and
lower profit margins have forced the firms to spread risk and develop new products and services
quickly and efficiently (Chesbrough, 2003c)
4
It has been critiqued by (Duysters et al (2004) that collaboration efforts of firms many times yield positive results, however failures have also been reported
5
(Ratner 2011)
Chesbrough, H. (2003c). Open innovation: the new imperative for creating and profiting from technology: Harvard
Business Press.
Chesbrough, H., Vanhaverbeke, W., & West, J. (2006). Open innovation: Researching a new paradigm: Oxford University Press, USA

Chesbrough, H. (2006). How to Drive in new innovation landscape: Havard Business School Press.

Chesbrough et al, 2006; Trott& Hartman 2009) Trott, P., & Hartmann, D. (2009). Why “open innovation”is old wine in new bottles. International Journal of Innovation
Management, 13(4), 715–736
(Chesbrough, H. (2003a). The era of open innovation. MIT Sloan Management Review, 44
(Chesbrough, H
Chesbrough, H., Vanhaverbeke, W., & West, J. (2006). Open innovation: Researching a new paradigm: Oxford University Press, USA.
Dahlander, L., & Gann, D. (2010). How open is innovation? Research Policy, 39(6), 699-709. doi: DOI
10.1016/j.respol.2010.01.013
Faems, D., Van Looy, B., &Debackere, K. (2005). Inter organizational Collaboration and Innovation: Toward a Portfolio Approach*. Journal of Product Innovation Management, 22(3), 238-250
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