Assignment 3 Understanding Innovation And Change In An Organisation

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from

Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)

A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].

The environment of an individual including culture of the company, management style, level of stress at work, etc…are also very important factors.

Knights, D. & Willmott, H. 2007. Introducing organisational behaviour and management. Australia : Thomson, 2007, pp. 344-372.

It is the end of the 2011 financial year. You are an external change management consultant employed by Fast Track Couriers. You have been asked by the General Manager to develop a change management strategy and present the strategy to management for approval.

Understand How to Plan, Monitor and Review the Implementation and Communication of Innovation and Change in an Organisation

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

As a manager you deciding whether to make an innovative change within the workplace you must first ask yourself these important questions: 1. what is needed? 2. does the organisation currently have sufficient and suitable resources? 3. is external expertise required? 4. what consultative processes might be required? 5. how can resources and support be improved? 6. do staff know how to access or utilise resources? 7. is the environment conducive to the develop ideas and cope with change? 8. do employees know how important innovation and continuous improvement are? 9. do staff have the necessary skills to develop ideas and cope with change? 10. do staff feel safe enough to contribute toward innovation?

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

An innovation is considered as either an idea, behavior, or object that is perceived as new by the receiving audience, and innovations can offer three valuable insights into the process of social change which include: what qualities make certain innovations spread rapidly than others, the value of peer-peer conversations and peer networks during social changes, and assessing and understanding the needs of different individuals in a specific population (Rogers, 2003, p 35-36). One of the most pressing obstacles for Human Resources departments and organizational management is the ongoing development of employee’s talent that is capable of meeting the business objectives

Bloisi, W., Cook, C. & Hunsaker, P.(2003). Management and Organisational Behavior: European Edition. Berkshire: McGraw-Hill Education

The support for innovation is the symbols and rituals, whose main objective is to identify innovative behaviour and an incentive for this type of behaviour.[15] a dimension of the