Innovation & Change Management

Paper Summary:

The paper takes into account the specificity of an organizational change process in a UK manufacturing corporation and discusses the change process and recommendations. The company analyzed is Hattersley Electrics, whose markets are high tech aerospace and defence industries. The paper, documented with tables, discusses how the department was affected by the recession in the airline industry.

Outline:
Executive Summary
Introduction to the Case Study
Change Situation Diagnosis
Recommendations for Achieving Change

From the Paper:

"Armstrong (2006) identified two important types of change: strategic and operational. The operational change refers to the implementation of new systems, procedures, structures and technologies with impact upon the organization and its employees. Strategic change deals with "broad, long-term and organization-wide issues" (Armstrong, 2006, p. 344). Such form of change involves moving to a future state defined in terms of strategic vision and objectives. It also includes such issues as growth, quality, innovation and values concerning people, customers and technology. According to this general frame of thought the change at Hattersley Electrics appears to be operational in essence, since the company is concerned to change manufacturing focus and manufacture new products and involves also an organizational restructuring. However, a strategic change is also desirable in that is more focused on people and organizational culture."

Sample of Sources Used:

• Saunders, Lewis and Thornhill 2003. Research Methods for Business Students, Third edition, Additional Case Studies, Pearson Education Limited
• Falletta, S. V. 2005. Organizational Diagnostic Models: A Review & Synthesis, Retrieved from http://www.leadersphere.com/img/Orgmodels.pdf
• Armstrong, M. 2006. A Handbook of Human Resource Management Practice, Kogan Page, 10th edition.
• Christensen, Clayton M., and Michael Overdorf. 2000. Meeting the Challenge of Disruptive Change. Harvard Business Review 78, No. 2, March-April, pp. 66-78.
• Sull, Donald N. 1999. Why Good Companies Go Bad. Harvard Business Review 77(4 July-August):42-52.

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