Professional Documents
Culture Documents
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
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%
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Indicative Reading:
• 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 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.
• 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.
4
• 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 TUSHMAN, M.L. &
Industry in 2030 ANDERSON, P., (2004),
Managing Strategic Innovation &
Change: A Collection of
Readings, 2nd Edition, Oxford
University Press
Tidd, J., Bessant, J., Pavitt, K.,
2006, “Managing Innovation:
Managing For Innovation: Integrating Technological,
2
Key Issues in Innovation Management Market and Organizational
Change” Third Edition, pp. 3 –
59 Wiley-India Edition
Tidd, J., Bessant, J., Pavitt, K.,
2006,, “Managing Innovation:
Managing For Innovation: Integrating Technological,
3
Innovation as a Management Process Market and Organizational
Change” Third Edition, pp. 65 –
101 Wiley
5
Tidd, J., Bessant, J., Pavitt, K.,
2006,, “Managing Innovation:
Taking A Strategic Approach:
Integrating Technological, Market
4 Developing the Framework for an Innovation
and Organizational Change”
Strategy
Third Edition, pp. 107 – 129
Wiley
Tidd, J., Bessant, J., Pavitt, K.,
2006,, “Managing Innovation:
Taking A Strategic Approach:
Integrating Technological, Market
5 Positions: The National and Competitive
and Organizational Change”
Environment
Third Edition, pp. 131 – 165
Wiley
Tidd, J., Bessant, J., Pavitt, K.,
2006,, “Managing Innovation:
Taking A Strategic Approach: Integrating Technological, Market
6
Paths: Exploiting Technological Trajectories and Organizational Change”
Third Edition, pp. 169 – 202
Wiley
Tidd, J., Bessant, J., Pavitt, K.,
2006,, “Managing Innovation:
Taking A Strategic Approach: Integrating Technological, Market
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Processes: Integration for Strategic Learning and Organizational Change”
Third Edition, pp. 205 – 234
Wiley
Tidd, J., Bessant, J., Pavitt, K.,
2006, “Managing Innovation:
Establishing Effective External Linkages: Integrating Technological, Market
8
Learning from Markets and Organizational Change”
Third Edition, pp. 237 – 282
Wiley
6
Tidd, J., Bessant, J., Pavitt, K., 2006,
“Managing Innovation: Integrating
Establishing Effective External Linkages:
9 Technological, Market and
Learning Through Alliances
Organizational Change” Third Edition,
pp. 285 – 341 Wiley
Tidd, J., Bessant, J., Pavitt, K., 2006,
“Managing Innovation: Integrating
Building Effective Implementation Mechanisms
10 Technological, Market and
Managing the Internal Processes
Organizational Change” Third Edition,
pp. 345 – 416 Wiley
Tidd, J., Bessant, J., Pavitt, K., 2006,
“Managing Innovation: Integrating
Building Effective Implementation Mechanisms
11 Technological, Market and
Learning Through Corporate Ventures
Organizational Change” Third Edition,
pp. 425 – 462 Wiley
Tidd, J., Bessant, J., Pavitt, K., 2006,
“Managing Innovation: Integrating
Creating The Innovative Organization:
12 Technological, Market and
Building the Innovative Organization
Organizational Change” Third Edition,
pp. 465 – 513 Wiley
Tidd, J., Bessant, J., Pavitt, K., 2006,
“Managing Innovation: Integrating
Creating The Innovative Organization:
13 Technological, Market and
Creating Innovative New Firms
Organizational Change” Third Edition,
pp. 523 – 554 Wiley
Tidd, J., Bessant, J., Pavitt, K., 2006,
Assessing and Improving Innovation
“Managing Innovation: Integrating
Management Performance:
14 Technological, Market and
An Integrative Approach to Innovation
Organizational Change” Third Edition,
Management
pp. 557 – 574 Wiley
The Era of Open Innovation MAYLE, D., (2006), Managing
15 Henry W. Chesbrough, (2003) MIT Sloan Innovation & Change, 2nd Edition,
Management Review 44 (35 – 41) Sage Publications
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Case Study (Robots) Film Review and Case
16
Resolution to Barriers in Innovation Discussion
The Innovator’s Prescription: The Art of MAYLE, D., (2006), Managing
Scale : How To Turn Someone Else’s Idea Innovation & Change, 2nd
17 Into A Big Business Edition, Sage Publications
Costas Markides and Paul Geroski (2004)
Strategy and Business 35 (2 – 10)
Wood R. C., 2007, “How
Strategic Innovation Really
Conceptual Theories & Practices
18 Gets Started” No. 1, pp. 21-29,
Innovation & Change Management
Strategy & Leadership, Emerald
Group Publishing Limited
KING, N. & ANDERSON, N.,
(2002), Managing Innovation &
19 Redefining Innovation & Change Change: A Critical Guide for
Organizations, 1st Edition,
Thomson Business Press
Tidd J., 2001, “Innovation
Management in Context:
Environment, Organization and
External and Internal Influences On
20 Performance” Vol 3, pp. 169 –
Innovation and Change Management
183 International Journal of
Management Reviews,
Blackwell Publishers Limited
Sutton R.I., 2001, “The Weird
Rules of Creativity” Harvard
Innovation – Enhancing Creativity,
21 Business Review, pp. 95-103,
Innovation Process, Group Processes
September 2001, Harvard
Business School Publishing
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Martins E.C. & Terblanche F.,
2003, “Building Organisational
Organizational Innovation & Change: Culture that Stimulates
People, Structure, Culture, Technology and Creativity & Innovation” Vol 6,
22
Environment, Change and Organizational No. 1, pp. 64-74, European
Restructuring Journal of Innovation
Management, Emerald Group
Publishing Limited
The Economic Times,
Corporate Dossier April 25,
Organizational Change and Innovation:
23 2008. Mission Innovation:
Redefining The Guest Experience @ 2030.
Prahalad, C.K., Tucker, R.,
Gibson, R. & Govindarajan, V.
Boston Consulting Group
24 Measuring Innovation Success
Reports, August 2007
Assessment Strategy
S. No. Assessment Weightage
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
1. presentation to signify the innovation and change in a future 10 %
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.
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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
2. exceeding 3000 words will focus on analyzing blind challenges, 20%
alternatives, solution building approaches as well as redefine
execution parameters while suggesting opportunities for improved
synergy in their collective efforts.
3. Essay Style Final Examination 70 %
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
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Group Presentation Evaluation and Feedback
Grade
Relevant application
Evaluation/critical analysis
Logical flow
Appropriate format
General comments (continue overleaf if necessary) overall strengths and weaknesses; actions for future consideration:
12
Year III - B.A. (Hons) - Hotel Management
Innovation and Change: Assignment Marking Scheme – 2010-2011
Criteria Comments Max. Marks Marks
Obtained
Challenges Challenge identification approach to be ascertained 5 marks
(Weightage-25%)
Alternatives Modeling and content based alternatives to be reviewed 7 marks
(Weightage-25%)
Solution Contribution to solution building to be checked 8 marks
(Weightage-25%)
Execution Execution scope and summary to be evaluated 5 marks
(Weightage-25%)
KEKEY SS
Classification Challenges Alternatives Solution Execution
25% 25% 25% 25%
A Excellent, valid & Well-researched range Solution relevant to Clear, convincing,
Class 1 interesting approach of appropriate purpose; relevant to logical, evidence of
70% + in identification of approaches and well content; well argued, execution style
issues and challenges. investigated methods. communicated and reflecting the
Outstanding level of Sources and depth presented. Reference to challenges,
creativity in approach clearly indicated from a context excellent, approaches and
with a great degree of detailed review of coverage of pros/cons proposed solution in
originality. theoretical models excellent and clear. an effective
evidencing high quality conclusion of
research. argument.
B Valid method in Adequately read and Relevant & well planned Good structure & well
Class 2:1 identification of researched range of solution with developed argument
60-69% issues and challenges. generally appropriate appropriately defined evidencing execution
Good use of approaches and generic comments; reasonably style reflecting
creativity in approach methods. Sources and clear argument on adequate linkages and
with a convincing depth clearly indicated pros/cons and suitability good conclusion of
degree of originality. from a sufficient of proposed solution in argument.
review of theoretical context.
models evidencing
good quality research.
C Approach valid but Some knowledge of Potentially relevant, Fair structure and
Class 2:2 some shortcomings in relevant information reasonably planned and argument. Linkages
50-59% depth with respect to but not well used, some executed to sense of reasonably clear with
identification of information missed. purpose. Passable reference to execution
issues. Fair use of Sources and depth of solution with a average style. Average
creativity in knowledge of commentary with linkages loosely
fulfillment of theoretical models reference to content and defined in a fair
originality in fairly evidenced context. Moderately conclusion of
analysis. through an average linked to pros/cons argument.
quality of research.
D Considerable Insufficient use of Poor argument in Some overall
Class 3 confusion in relevant information, supporting execution argument sometimes
40-49% identification of inadequate content and with respect to content irrelevant, illogical or
issues but carried to sources of information. and context. Passable with little support.
logical direction. evidence on pros/cons. Passable conclusion
based on linkages.
E Great confusion in Excessive use of Inappropriate & No evidence of
Fail purpose; no coherent irrelevant information misapplied execution developed argument,
Below 40% direction or factual error. Poor arguments. No relevance & poor execution
evidence of content to content or context. style. Poor ability to
clarity Poor evidence on ability conclude based on
to relate to pros/cons. inappropriate
linkages.
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Assignment Evaluation and Feedback
Grade
Relevant application
Evaluation/critical analysis
Logical flow
Appropriate format
General comments (continue overleaf if necessary) overall strengths and weaknesses; actions for future consideration:
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