innovation & change - module handbook

Module Code SHI4032

Module Title Innovation and Change

School involved in delivery Applied Sciences

Name of Course BA (Hons) in Hotel Management

Module Leader Satish Jayaram

Location Institute of Hotel Management, Aurangabad

Module Type Optional

Credit Rating 20 Credits

Module Level Honours

Learning Methods Lecture / Seminar: 48

Directed Learning 152

Pre- requisites None

Recommended Prior Study None

Co-requisites None

Professional Body Requirements None

Module Grading Graded

Barred Combination None

Introduction:This module will enable synthesis of theories and practices in innovation and change within the context of a constantly changing and dynamic hospitality industry. The module will evaluate both these approaches from an organisational, interpersonal, systemic, process and technological perspective. The module delves into the creation and constant need to innovate and change in order to effectively overcome competitors, enhance value chains, continuously monitor and reengineer organisational systems and enhance product life cycles. Further, it envisages the role of organisational culture and climate in the creation of the innovation and change process. The module amalgamates the outcomes of each organisational feature to reflect its impact on the overall innovation and change process.

Aim:The aim of this module is to provide a strategic focus to the practice of innovation and change and their level of interplay in meeting the needs of the internal and external environment in the hospitality industry.

Learning Outcome:On successful completion of this module the student will be able to:a) Reflect on the theoretical models, concepts and theories of innovation and

change and their level of synergy with organisational elements in the hospitality industry.

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b) Justify the role of innovation and change in an organisation’s growth and development and the effective creation of one’s competitive advantage in the hospitality industry.

c) Evaluate the external and internal environmental influences on the practice of innovation and change within the context of hospitality enterprises.

d) Justify the role of people, processes, systems, technology and the organisation in the innovation and change process in the hospitality industry.

e) Critically evaluate the use of organisational resources and their allocation and control in the innovation and change processes for effective organisational results.

f) Review organisational culture, climate and paradigms and their role in the development of innovation and change in service organisations.

Indicative Content: Conceptual Theories & Practices - Innovation & Change Management External and Internal Influences On Innovation and Change Management Innovation – Enhancing Creativity, Innovation Process, Group Processes Change Management – Styles, Roles, Levers, Resistance Organisational Innovation & Change: People, Structure, Culture, Technology

and Environment, Change and Organisational Restructuring Implementing Organisational Change and Innovation Organisational Development Through Change & Innovation

Teaching & Learning Strategy:The teaching and learning strategy for the module includes a bouquet of activities to encourage sharing of knowledge and individual growth and development. Activities include lectures, workshops, industry expert talks, seminars, group study, case studies, independent study and class presentations.

Staff / Student Contact Hour:Hours per Week No. of Weeks

Theory 2 24

Assessment Strategy:1. Presentation: One hour syndicate presentation to signify the innovation and

change in a future context having identified all challenges, alternatives, solutions and execution parameters synergistically.Will cover the learning outcome d) – 10%

2. Report: A 3500 words report on any one of the following: Develop a hospitality organisation of your choice and discuss the role of

innovation and change in ensuring the continuous growth and development of this organisation.

OR Design a hospitality organisation of your choice and critique the interaction

of human elements to technological advances in ensuring the successful implementation of innovation and change in the organisation.

Will cover the learning outcome b) – 20%3. Exam: Choice of essay questions. Will cover the learning outcomes a), c), e)

& f) – 70%

Indicative Reading:2

CLARK, J., (1995), Managing Innovation & Change – People, Technology and Strategy, Sage Publications.

GRUNDY, T., (1993), Implementing Strategic Change – A Practical Guide for Business, Kogan Page Limited, London.

HENRY, J. & MAYLE, D., (2002), Managing Innovation & Change, 2nd

Edition, Sage Publications. KING, N. & ANDERSON, N., (1995), Innovation and Change in

Organisations, Routledge Publishers, London. KING, N. & ANDERSON, N., (2002), Managing Innovation & Change: A

Critical Guide for Organisations, 1st Edition, Thomson Business Press. POOLE, M.S. & VEN, A.H., (2004), Handbook of Organisational Change &

Innovation, Oxford University Press. TIDD, J., BESSANT, J. & PAVITT, K., (2005), Managing Innovation:

Integrating Technological, Market and Organisational Change, 3rd Edition, John Wiley & Sons.

TUSHMAN, M.L. & ANDERSON, P., (2004), Managing Strategic Innovation & Change: A Collection of Readings, 2nd Edition, Oxford University Press.

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SCHEME OF WORK

Module No. SHI4032

Module / Unit Innovation & Change

Faculty Satish Jayaram

Start Date 30/08/2010 End Date 23/04/2011

Module Synopsis:

This module will enable synthesis of theories and practices in innovation and change within the

context of a constantly changing and dynamic hospitality industry. The module will evaluate both

these approaches from an organizational, interpersonal, systemic, process and technological

perspective.

The module delves into the creation and constant need to innovate and change in order to

effectively overcome competitors, enhance value chains, continuously monitor and reengineer

organizational systems and enhance product life cycles. Further, it envisages the role of

organizational culture and climate in the creation of the innovation and change process.

The module amalgamates the outcomes of each organizational feature to reflect its impact on the

overall innovation and change process.

The aim of this module is to provide a strategic focus to the practice of innovation and change

and their level of interplay in meeting the needs of the internal and external environment in the

hospitality industry.

You will have the opportunity to:

Reflect on the theoretical models, concepts and theories of innovation and change and

their level of synergy with organizational elements in the hospitality industry.

Justify the role of innovation and change in an organization’s growth and development

and the effective creation of one’s competitive advantage in the hospitality industry.

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Evaluate the external and internal environmental influences on the practice of innovation

and change within the context of hospitality enterprises.

Justify the role of people, processes, systems, technology and the organization in the

innovation and change process in the hospitality industry.

Critically evaluate the use of organizational resources and their allocation and control in

the innovation and change processes for effective organizational results.

Review organizational culture, climate and paradigms and their role in the development

of innovation and change in service organizations.

Introductory Reading:

Tucker R. B., 2001, “Innovation: The New Core Competency” No. 1, pp. 11-14, Strategy &

Leadership, Emerald Group Publishing Limited.http://www.emerald-library.com/ft

Week No. Topic Indicative Reading

1 Experience Management for the Hotel Industry in 2030

TUSHMAN, M.L. & ANDERSON, P., (2004),

Managing Strategic Innovation & Change: A Collection of

Readings, 2nd Edition, Oxford University Press

2Managing For Innovation:

Key Issues in Innovation Management

Tidd, J., Bessant, J., Pavitt, K.,

2006, “Managing Innovation:

Integrating Technological,

Market and Organizational

Change” Third Edition, pp. 3 –

59 Wiley-India Edition

3Managing For Innovation:

Innovation as a Management Process


2006,, “Managing Innovation:




101 Wiley

5

4

Taking A Strategic Approach:

Developing the Framework for an Innovation

Strategy






129 Wiley

5

Taking A Strategic Approach:

Positions: The National and Competitive

Environment






165 Wiley

6Taking A Strategic Approach:

Paths: Exploiting Technological Trajectories






202 Wiley

7Taking A Strategic Approach:

Processes: Integration for Strategic Learning






234 Wiley

8Establishing Effective External Linkages:

Learning from Markets


2006, “Managing Innovation:




282 Wiley

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9Establishing Effective External Linkages:

Learning Through Alliances

Tidd, J., Bessant, J., Pavitt, K., 2006,

“Managing Innovation: Integrating

Technological, Market and

Organizational Change” Third Edition,

pp. 285 – 341 Wiley

10Building Effective Implementation Mechanisms

Managing the Internal Processes





pp. 345 – 416 Wiley

11Building Effective Implementation Mechanisms

Learning Through Corporate Ventures





pp. 425 – 462 Wiley

12Creating The Innovative Organization:

Building the Innovative Organization





pp. 465 – 513 Wiley

13Creating The Innovative Organization:

Creating Innovative New Firms





pp. 523 – 554 Wiley

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Assessing and Improving Innovation

Management Performance:

An Integrative Approach to Innovation

Management





pp. 557 – 574 Wiley

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The Era of Open Innovation

Henry W. Chesbrough, (2003) MIT Sloan

Management Review 44 (35 – 41)

MAYLE, D., (2006), Managing

Innovation & Change, 2nd Edition,

Sage Publications

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16Case Study (Robots)

Resolution to Barriers in Innovation

Film Review and Case

Discussion

17

The Innovator’s Prescription: The Art of

Scale : How To Turn Someone Else’s Idea

Into A Big Business

Costas Markides and Paul Geroski (2004)

Strategy and Business 35 (2 – 10)

MAYLE, D., (2006), Managing

Innovation & Change, 2nd

Edition, Sage Publications

18Conceptual Theories & Practices

Innovation & Change Management

Wood R. C., 2007, “How

Strategic Innovation Really

Gets Started” No. 1, pp. 21-29,

Strategy & Leadership,

Emerald Group Publishing

Limited

19 Redefining Innovation & Change

KING, N. & ANDERSON, N.,

(2002), Managing Innovation &

Change: A Critical Guide for

Organizations, 1st Edition,

Thomson Business Press

20External and Internal Influences On

Innovation and Change Management

Tidd J., 2001, “Innovation

Management in Context:

Environment, Organization and

Performance” Vol 3, pp. 169 –

183 International Journal of

Management Reviews,

Blackwell Publishers Limited

21Innovation – Enhancing Creativity,

Innovation Process, Group Processes

Sutton R.I., 2001, “The Weird

Rules of Creativity” Harvard

Business Review, pp. 95-103,

September 2001, Harvard

Business School Publishing

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Organizational Innovation & Change:

People, Structure, Culture, Technology and

Environment, Change and Organizational

Restructuring

Martins E.C. & Terblanche F.,

2003, “Building Organisational

Culture that Stimulates

Creativity & Innovation” Vol 6,

No. 1, pp. 64-74, European

Journal of Innovation

Management, Emerald Group

Publishing Limited

23Organizational Change and Innovation:

Redefining The Guest Experience @ 2030.

The Economic Times,

Corporate Dossier April 25,

2008. Mission Innovation:

Prahalad, C.K., Tucker, R.,

Gibson, R. & Govindarajan, V.

24 Measuring Innovation SuccessBoston Consulting Group

Reports, August 2007

Teaching & Learning Strategy:

The teaching and learning strategy for the module includes a bouquet of activities to encourage

sharing of knowledge and individual growth and development. Activities include lectures,

workshops, seminars, group work, independent study and class presentations.

Assessment Strategy

S. No. Assessment Weightage

1.

Redefining the Guest Experience 2030, a series of workshops

would be held to showcase hospitality industry innovation and

change initiatives to redefine future experiences. Each syndicate

would choose an innovation theme and make a one hour

presentation to signify the innovation and change in a future

context having identified all challenges, alternatives, solutions and

execution parameters synergistically. This would be evaluated on

a set of criteria as per the attached marking sheet. This

presentation would be weighted at 20% of module marks.

10 %

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2.

Each team member on a student syndicate would be expected to

critique the collective outcome of the presentation to evaluate the

pros and cons of their theme. This individual submission not

exceeding 3000 words will focus on analyzing blind challenges,

alternatives, solution building approaches as well as redefine

execution parameters while suggesting opportunities for improved

synergy in their collective efforts.

20%

3. Essay Style Final Examination 70 %

Guidelines for success in the module

Indicative reading and referencing is compulsory for participation in class sessions. Recommended reading will necessarily need to be done before any session to consolidate learning.

You may possess any one of the reading references and make relevant notes for easy cross-

referencing with other reading references.

Library references may be used purely for self-study or presentations and is purely to increase

your competence in the module.

The late submission of assessment and coursework will incur penalties. Poor attendance may

prevent you from being assessed and thus cause you not to succeed in this unit. It will also

result in the loss of learning opportunity.

Indicative Reading:

GRANT J, (2006), The Brand Innovation Manifesto 2nd Edition, John Wiley & Sons

Ltd. UK.

HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION (2003), Managing

Creativity and Innovation

KING, N. & ANDERSON, N., (2002), Managing Innovation & Change: A Critical Guide

for Organizations, 1st Edition, Thomson Business Press.

MAYLE, D., (2006), Managing Innovation & Change, 2nd Edition, Sage Publications.

POOLE, M.S. & VEN, A.H., (2004), Handbook of Organizational Change & Innovation,

Oxford University Press.

TIDD, J., BESSANT, J. & PAVITT, K., (2005), Managing Innovation: Integrating

Technological, Market and Organizational Change, 3rd Edition, John Wiley & Sons.

TUSHMAN, M.L. & ANDERSON, P., (2004), Managing Strategic Innovation &

Change: A Collection of Readings, 2nd Edition, Oxford University Press.

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Year III - B.A. (Hons) - Hotel Management

Innovation and Change: Group Presentation Evaluation Sheet – 2010-2011

Criteria & Weightage Excellent (5 marks)

Good (4 marks)

Average (3 marks)

Poor (2 marks)

Assessment of the extent of critical appreciation of current challenges where innovation is required in context (10%)

Assessment of the ability to Innovate and design Out of the Box solutions (20%)

Assessment of concept applicability and implementation scope in future contexts (10%)

Assessment of team synergy and alignment with overall class concept scope with summation credibility (10%)

Overall Assessment & Total Marks

Satish Jayaram Year III FacultyModule Leader Peer Assessor

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Group Presentation Evaluation and Feedback

Student’s Name/Number Pathway: HM Year: 3

Module-Module Code: Innovation & Change SHI4032

Date: On Time:

Assessor: Satish Jayaram Late: Mitigation Received:

Grade

Content Excellent Good Satisfactory Poor/ Weak Unsatisfactory

Knowledge of the subject

Understanding of underlying principles

Relevant application

Evaluation/critical analysis

Use of relevant source material

Structure and Presentation Excellent Good Satisfactory Poor/ Weak Unsatisfactory

Logical flow

Appropriate format

Source material acknowledged

Spelling, punctuation and grammar

Learning outcomes Achieved Not achieved

Justify the role of people, processes, systems, technology and the organisation in the innovation and change process in the hospitality industry.

General comments (continue overleaf if necessary) overall strengths and weaknesses; actions for future consideration:

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Year III - B.A. (Hons) - Hotel Management

Innovation and Change: Assignment Marking Scheme – 2010-2011Criteria Comments Max. Marks Marks

ObtainedChallenges(Weightage-25%)

Challenge identification approach to be ascertained 5 marks

Alternatives(Weightage-25%)

Modeling and content based alternatives to be reviewed 7 marks

Solution(Weightage-25%)

Contribution to solution building to be checked 8 marks

Execution(Weightage-25%)

Execution scope and summary to be evaluated 5 marks

KEKEY SSClassification Challenges

25%Alternatives

25%Solution

25%Execution

25%A

Class 170% +

Excellent, valid & interesting approach in identification of issues and challenges. Outstanding level of creativity in approach with a great degree of originality.

Well-researched range of appropriate approaches and well investigated methods. Sources and depth clearly indicated from a detailed review of theoretical models evidencing high quality research.

Solution relevant to purpose; relevant to content; well argued, communicated and presented. Reference to context excellent, coverage of pros/cons excellent and clear.

Clear, convincing, logical, evidence of execution style reflecting the challenges, approaches and proposed solution in an effective conclusion of argument.

BClass 2:160-69%

Valid method in identification of issues and challenges. Good use of creativity in approach with a convincing degree of originality.

Adequately read and researched range of generally appropriate approaches and generic methods. Sources and depth clearly indicated from a sufficient review of theoretical models evidencing good quality research.

Relevant & well planned solution with appropriately defined comments; reasonably clear argument on pros/cons and suitability of proposed solution in context.

Good structure & well developed argument evidencing execution style reflecting adequate linkages and good conclusion of argument.

CClass 2:250-59%

Approach valid but some shortcomings in depth with respect to identification of issues. Fair use of creativity in fulfillment of originality in analysis.

Some knowledge of relevant information but not well used, some information missed. Sources and depth of knowledge of theoretical models fairly evidenced through an average quality of research.

Potentially relevant, reasonably planned and executed to sense of purpose. Passable solution with a average commentary with reference to content and context. Moderately linked to pros/cons

Fair structure and argument. Linkages reasonably clear with reference to execution style. Average linkages loosely defined in a fair conclusion of argument.

DClass 340-49%

Considerable confusion in identification of issues but carried to logical direction.

Insufficient use of relevant information, inadequate content and sources of information.

Poor argument in supporting execution with respect to content and context. Passable evidence on pros/cons.

Some overall argument sometimes irrelevant, illogical or with little support. Passable conclusion based on linkages.

EFail

Below 40%

Great confusion in purpose; no coherent direction

Excessive use of irrelevant information or factual error. Poor evidence of content clarity

Inappropriate & misapplied execution arguments. No relevance to content or context. Poor evidence on ability to relate to pros/cons.

No evidence of developed argument, & poor execution style. Poor ability to conclude based on inappropriate linkages.

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Assignment Evaluation and Feedback

Student’s Name/Number Pathway: HM Year: 3

Module-Module Code: Innovation & Change SHI4032

Date: On Time:

Assessor: Satish Jayaram Late: Mitigation Received:

Grade

Content Excellent Good Satisfactory Poor/ Weak Unsatisfactory

Knowledge of the subject

Understanding of underlying principles

Relevant application

Evaluation/critical analysis

Use of relevant source material

Structure and Presentation Excellent Good Satisfactory Poor/ Weak Unsatisfactory

Logical flow

Appropriate format

Source material acknowledged

Spelling, punctuation and grammar

Learning outcomes Achieved Not achieved

Justify the role of innovation and change in an organisation’s growth and development and the effective creation of one’s competitive advantage in the hospitality industry.

General comments (continue overleaf if necessary) overall strengths and weaknesses; actions for future consideration:

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innovation & change - module handbook

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