27 Mar Module 4: Leading Sustainable Strategy and Innovative Change Introduction
Module 4: Leading Sustainable Strategy and Innovative Change Introduction
Module Introduction
As you have learned in this course, innovation does not always come from technological advances. Innovation can also come from lower supply management costs, internal operation efficiencies, and many other simple things done incrementally better over time. While disruptive innovation is terrific when achieved, it is much harder to achieve than incremental improvements over time. The Japanese term Poka Yoke (poh-kah yoh-keh) is a principle from manufacturing that has value here. Poka Yoke means mistake-proofing (Poetters, Schmitt, & Leyendecker, 2018).
Leading sustainable, innovative change is all about implementing a Poka Yoke approach. It does not mean that your organization will execute all production or service flawlessly, but that you are measuring and seeking to do so to reach perfect execution someday. Organizations that measure service times, production flaws, and process deviations and then seek to correct them through incremental improvements build sustainable innovation.
Reference
Poetters, P., Schmitt, R., & Leyendecker, B. (2018). Effectivity of quality methods used on the shop floor of serial production – how important is Poka Yoke? Total Quality Management & Business Excellence, 29(9–10), 1200–1212.
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Course Resources
This course uses a Course Library Guide (LibGuide) to provide centralized access to all your readings, videos, and other course learning materials. The centralization of any e-books, library articles, and outside resources will hopefully be more convenient for you and allow us to ensure a high level of availability for course learning materials throughout your program of study. You can access the LibGuide via the Course Resources link in the top menu alongside other quick links (i.e., Dropbox, Grades, Bookshelf, etc.).
Lesson 7: Mapping and Managing Change
Lesson Introduction
Change can evoke a mix of emotions, both exhilarating and intimidating, depending on the context. While people often embrace changes in consumer products, the response to change within a work environment can be quite different. As a business leader, the challenge lies in recognizing when to manage change and when to lead it, understanding that leadership and management are distinct but complementary approaches. By combining leadership inspiration with effective management of systems and processes, sustainable change can be achieved, with a focus on selecting the right people and determining the appropriate role of technology in driving innovation.
Identifying and Increasing Innovation Opportunities
There is something exhilarating and intimidating about change, both simultaneously. While some people love new movies, new smartphones, or even enjoy the latest food fad, others do not respond the same way when something changes within their work environment. Fundamentally, the irony is that the new smartphones and the new way to process sales orders in a job are the same things; they are both considered types of change. The challenge to handling change as a business leader is to recognize when it is time to manage change and when it is time to lead the change.
A principle requirement to understand is that leadership and management, while often used interchangeably, are not the same. This is especially true when it comes to change. Managing change is a two-pronged approach. First, the decision-makers must manage the systems, processes, and procedures needed to execute the change. Second, they must lead their team through the changes. Leadership comes by way of inspiration. A leader’s role is to inspire those they lead by sharing their or the company’s vision and mission. When people are managed through change instead of being led through change, the ability to maintain and sustain that change is limited.
Mapping change and managing change combines leadership application and management in action. Regarding this course, the objective here is not to define leadership styles but to recognize that leadership must be paired with management if effective and sustainable change is to occur. The human element or leadership of people includes choosing the right people from the beginning or leading existing team members to understand what the organization wants to achieve clearly. Organizations must effectively map how, when, and where technology answers innovation and when people are the key element.
Be sure to review this Lesson’s resources carefully. You are expected to apply the information from these resources when you prepare your assignments.
Required Resources
• The Role of Change Management in Human Resources Information Management: Leading, Supporting and Inspiring People Through Change
Benson, T. (2014). The Role of Change Management in Human Resources Information Management: Leading, Supporting, and Inspiring People through Change. Workforce Solutions Review, 5(1), 27–28.
The article offers information on the role of change management in human resources information management (HRIM). Topics discussed include views of Graham Waller, vice president at market research firm Gartner, on understanding the need to lead people and manage information technology (IT) processes; enterprise resource planning (ERP) involving leadership, commitment to the project, and support of project team members, and tips for building momentum and inspiring people during change.
• The Use of Technology-Structured Management Controls: Changes in Senior Management’s Decision-Making Behaviours.
Liew, A. (2015). The use of technology-structured management controls: changes in senior management’s decision-making behaviours. International Journal of Accounting Information Systems, 17, 37-64. https://doi.org/10.1016/j.accinf.2014.05.001
This study examines the behavioral changes observed in senior management when adopting information technology for management controls. Through a case study approach, the research explores the impact of technology on decision-making behaviors, revealing how senior management not only gained monitoring capabilities over subordinates but also inadvertently allowed the chief executive officer to observe quietly. The findings demonstrate that this increased transparency fostered a collaborative and circumspect decision-making environment, promoting fairness, respect, and harmonious interactions among senior management.
• Enabling Organizational Cultural Change Using Systemic Strategic Human Resource Management – A Longitudinal Case Study
Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study. International Journal of Human Resource Management, 24(8), 1588–1612. https://doi.org/10.1080/09585192.2012.723022
Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.
• How Do Changes in Human Resource Management Practices Influence Employee Engagement? A Longitudinal Study in a Hotel Chain In The Philippines.
Presbitero, A. (2017). How do changes in human resource management practices influence employee engagement? A longitudinal study in a hotel chain in the Philippines. Journal of Human Resources in Hospitality & Tourism, 16(1), 56–70. https://doi.org/10.1080/15332845.2016.1202061
Drawing from social exchange theory, this study investigates how changes in human resource management practices influence and affect employee engagement in a hotel chain. Changes in human resource management practices were identified, and corresponding changes in the level of employee engagement were observed. One hundred forty-five employees from a hotel chain in the Philippines participated in a longitudinal study. Results show that improvements in human resource management practices, particularly in the areas of reward management and training and development, yielded positive and significant change in the level of employee engagement. Implications for human resource management, particularly in the hospitality and tourism context, are discussed.
• HRM And Innovation: Looking Across Levels
Shipton, H., Sparrow, P., Budhwar, P., & Brown, A. (2017). HRM and innovation: looking across levels. Human Resource Management Journal, 27(2), 246–263. https://doi.org/10.1111/1748-8583.12102
This study addresses the fragmented and contradictory nature of empirical evidence regarding the role of human resource management (HRM) in fostering organizational innovation. By examining the multi-level demands of innovation, the research explores how different HRM configurations, characterized by either control or entrepreneurial ethos, influence employees’ attitudes and behaviors at the individual level, ultimately shaping organizational-level innovation. Drawing on institutional theory, the study also highlights two distinct patterns of bottom-up emergence driven by composition and compilation.
• Building Knowledge Stock and Facilitating Knowledge Flow Through Human Resource Management Practices Toward Firm Innovation.
Sung, S. Y., & Choi, J. N. (2018). Building knowledge stock and facilitating knowledge flow through human resource management practices toward firm innovation. Human Resource Management, 57(6), 1429–1442. https://doi.org/10.1002/hrm.21915
This study focuses on the relationship between human resource management (HRM) practices and firm-level knowledge management, specifically the dimensions of knowledge stock and knowledge flow, which play a crucial role in driving firm innovation. The research demonstrates that HRM practices that promote stock-building and flow-facilitation have distinct effects on knowledge stock and flow, respectively, and that the impact of these knowledge dimensions on firm innovation is enhanced in firms with strong innovation strategies. The findings contribute to a comprehensive understanding of the interplay between HRM practices and firm-level knowledge management, providing valuable insights for both researchers and practitioners.
BUS 7112 Assignment 7: Prescribe an HR and Technology Change Map for Increasing Innovation
Instructions
Background
You will create a PowerPoint presentation prescribing a human resource and technology change map using the ideas developed in Lesson 6. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management related to deploying a new customer relationship management (CRM) software for the company you used in Lesson 6.
Instructions
For this assignment, you will use the rating method outlined in Week 6 and apply them to your existing organization. As you do so, you may consider employee qualifications, abilities, education, and evaluation. Be mindful that this assignment should be focus on current state means and provide avenues for improved performance. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least five scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Lesson 8: Strategic Planning Toward Sustainable Innovation
Lesson Introduction
Throughout this course, you have analyzed organizational capabilities and conducted SWOT and PESTEL analyses to evaluate an organization’s strengths, weaknesses, and external factors. By examining mission, vision, and strategic planning, you gained insights into how these components contribute to the success of an innovative and sustainable enterprise in a global market. Additionally, you explored the impact of disruptive innovation, the crucial relationship between Human Resources and technology, and the need for integrated management. This comprehensive understanding enables leaders to develop a strategic vision that aligns all the puzzle pieces for long-term success and strategically managed innovation.
Identifying and Increasing Innovation Opportunities
Throughout this course, you have analyzed organizational capabilities with an eye toward competitive advantage. You assessed an organization’s strengths and weaknesses using a SWOT and a PESTEL analysis. You then used this to examine an organization’s mission, vision, and strategic planning. All of this was done so that you could see how each component piece fits into the landscape of an innovative and sustainable enterprise competing in a global market. You also examined the impact of disruptive innovation, the Human Resource and technology interaction, and the critical need to manage those together.
As you have seen from the previous two lessons, there is much to know, assess, and plan to lead an innovative and competitive organization. Each of these elements is important, but they are of little value without a strategic plan to meet organizational success, mission, goals, and vision. That strategic vision comes from leaders who see these independent elements as puzzle pieces with a broader perspective. This must be affected with a vision towards singular improvement and sustainable, strategically managed innovation. Please note you will research your company by searching and viewing the annual stock report for your selected company, company web pages, and other financial reporting websites. You should also use any additional resources for this course’s other assignments. You may wish to use a general internet search engine and search for the term “annual reports.”
Be sure to review all course resources carefully. You are expected to apply the information from these resources when you prepare your assignments.
Signature Assignment: Generate a Strategic Plan with Mission and Vision for Sustainable Innovation
Instructions
For this assignment, you will take each of the elements addressed earlier in the class and develop a strategic plan for the company of your choice. This may be the company used in Lesson 6 and 7 or a publicly-traded company. If selecting a publicly-traded company, use the annual stock report website, company website, and other financial reporting websites. You are not allowed to use existing third-party analyses. Whichever company you choose, be sure your plan includes the following:
1. Share the mission statement.
2. Include the vision statement.
3. Identify any stated strategic goals.
4. Produce a SWOT and PESTEL analysis.
5. Assess the company’s competitive advantages.
6. Provide a corporate strategic plan for sustained innovation in a global marketplace.
7. Close the paper by addressing recommended solutions for sustained innovation, in light of any potential disruptive innovation.
Length: The paper should be 10-15 pages, not including a cover page or references. Please consider adding an appendix for any figures or tables.
References: Include at least 8 scholarly resources.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
