INNOVATION
INNOVATION
Innovation is the process of creating and implementing a new idea. It is not the same
as change but they are closely related. Change often involves new ideas of some
sort. The
New idea may be the creation of a new product or process, or it can also be an idea
Which can change completely the way business is conducted .Successful
organizations understand that both innovation and change are required to satisfy
their most important stakeholders.
A dynamic changing environment makes innovation and change more important for
an established organization than a new organization.Succesful organizations can’t
rest on their prior success because if they become complacent competitors are sure
to woo Customer’s away.Organisation decline and extinction may follow sooner or
later.Innovation and change is an essential part of a managers competence
Innovation is;
Learning Orientation
Resilient Workforce
Outsourcing Innovation
In the end one has to understand that no single structure is appropriate for all types
of innovation. The organizational structure needs to vary based on the innovation
strategies and the characteristics of the portfolio. But for an organization to innovate
successfully, it needs to foster a balance of creativity and value capture. Maintaining
that balance requires support from metrics and rewards, and also has cultural
components. However, the organization is at the core of the internal marketplace
that provides for balanced creativity and value capture.
Organizational structure influences every aspect of how innovation occurs. It is a
major part of the how variable in the equation.
FOR BUSINESS
FOR EMPLOYEES
FOR CONSUMERS
STAGES OF INNOVATION
VALUE ADD
SOPHISTICATION
There are three stages of innovation event ,process and capability, with value
addition and sophistication being on the x axis and y axis.
Knowledge Management
Innovationn
Competitive Advantage
NETWORKING AS AN INNOVATION
E.g.: AMWAY –this was a different kind of an organization when it was formed. Here
the customer was also the seller. Buying a product from Amway would benefit both
the buyer as well as the seller thus multiple chains of customers were
formed.Purchasing the product was only a method to start one’s own business. There
was no compulsion of going to an office as this networking could be conducted from
one’s own house itself.
COMPETITIVE ADVANTAGES :
DIRECT SELLING
C2C
VIRTUAL ORGANISATION
FLAT ORGANIZATION
INTELLECTUAL
FLA
T ONIZATION
INTELLECTUAL
Eg.
Electromagnetic Car Seat Release
• Neutralize organizational antibodies that kill off good ideas because they are
different from the norm
CONCLUSION
V2MOM MEHOD
Innovation is;
RELEVANT FOR ALL SECTORS- innovation is necessary for all sectors of an
organization.Without innovation the organizations will not grow.
COPING WITH THE CHANGE-innovation always teaches to cope with change because
without change, only stagnancy exists.In order to retain one’s customers every
organization has to cope with change
In the end each company’s innovation process is unique. What a company produces
in the way of innovations, business growth and industry leadership will be
determined by how the various pieces are arranged and how well they work together.
There is no silver bullet for innovation, no formula or structure for innovation that will
work for every organization. The seven innovation rules provide the basis for
executing improved innovation that creates value and growth.
IMPACT OF IT IN ORGANIZATION
What is IT?
The term "IT" encompasses the methods and techniques used in information
handling and retrieval by automatic means. The means include computers,
telecommunications and office systems or any combination of these elements.
Includes both hardware and software. Use this term when the use of information
technology is the underlying driver of the "interesting" feature or of the
organization's profitability or productivity. This term can include computer modeling,
simulation, innovative uses of AI, automated knowledge discovery, data mining, data
warehousing. (Technology)
Information Technology (IT) is concerned with the use of technology in managing and
processing information, especially in large organizations.
Internet research is the practice of using the Internet for research. To the extent that
the Internet is widely and readily accessible to hundreds of millions of people in many
parts of the world, can provide practically instant information on most topics, and
emerged only in the last 10 years, it is having a profound impact on the way in which
ideas are formed and knowledge is created.
Information technology governance, IT governance or ICT Governance, is a subset
discipline of Corporate governance focused on information technology systems and
their performance and risk management. The rising interest in IT governance is partly
due to compliance initiatives (e.g. Sarbanes-Oxley (USA) and Basel II (Europe)), as
well as the acknowledgement that IT projects can easily get out of control and
profoundly affect the performance of an organization.
A characteristic theme of IT governance discussions is that the IT capability can no
longer be a black box. The traditional handling of IT management by board-level
executives is that due to limited technical experience and IT complexity, key
decisions are deferred to IT professionals. IT governance implies a system in which all
stakeholders, including the board, internal customers and related areas such as
finance, have the necessary input into the decision making process. This prevents a
single stakeholder, typically IT, being blamed for poor decisions. It also prevents
users from later complaining that the system does not behave or perform as
expected:
The discipline of information technology governance derives from corporate
governance and deals primarily with the connection between business focus and IT
management of an organization. It highlights the importance of IT related matters in
contemporary organizations and states that strategic IT decisions should be owned
by the corporate board, rather than by the chief information officer or other IT
managers.
The primary goals for information technology governance are to (1) assure that the
investments in IT generate business value, and (2) mitigate the risks that are
associated with IT. This can be done by implementing an organizational structure with
well-defined roles for the responsibility of information, business processes,
applications, infrastructure, etc.
An information technology (IT) audit or information systems (IS) audit is an
examination of the controls within an entity's Information technology infrastructure.
These reviews may be performed in conjunction with a financial statement audit,
internal audit, or other form of attestation engagement. Formerly called an Electronic
data processing (EDP) audit, an IT audit is the process of collecting and evaluating
evidence of an organization's information systems, practices, and operations.
Obtained evidence evaluation can ensure whether the organization's information
systems safeguard assets, maintains data integrity, and is operating effectively and
efficiently to achieve the organization's goals or objectives.
IT audits are also known as automated data processing (ADP) audits and computer
audits.
www.ibm.com
User surveys done at Sun Microsystems in the mid-1990s by user interface expert
Jakob Nielsen showed that the average Sun employee used about twelve intranet
pages a day and about two new intranet subsites each week, and the numbers are
surely many times higher today. Nielsen estimated that his redesign of Sun's intranet
user interface would save each employee as much as five minutes a week through
consistent companywide application of design and navigation interface standards.
The aggregate savings in Sun employee time could amount to as much as ten million
dollars a year, through improving productivity and increasing the efficiency with
which employees use the company's intranet sites. Consistent, predictable interfaces
are the key to a return on the enormous investment enterprises have made in their
Web sites and corporate intranets.
Your intranet and your public website on the open Internet are two different
information spaces and should have two different user interface designs. It is
tempting to try to save design resources by reusing a single design, but it is a bad
idea to do so because the two types of site differ along several dimensions:
• Users differ. Intranet users are your own employees who know a lot about the
company, its organizational structure, and special terminology and circumstances.
Your Internet site is used by customers who will know much less about your company
and also care less about it.
• The tasks differ. The intranet is used for everyday work inside the company, including
some quite complex applications; the Internet site is mainly used to find out
information about your products.
• The type of information differs. The intranet will have many draft reports, project
progress reports, human resource information, and other detailed information,
whereas the Internet site will have marketing information and customer support
information.
• The amount of information differs. Typically, an intranet has between ten and a
hundred times as many pages as the same company's public website. The difference
is due to the extensive amount of work-in-progress that is documented on the
intranet and the fact that many projects and departments never publish anything
publicly even though they have many internal documents.
• Bandwidth and cross-platform needs differ. Intranets often run between a hundred
and a thousand times faster than most Internet users' Web access which is stuck at
low-band or mid-band, so it is feasible to use rich graphics and even multimedia and
other advanced content on intranet pages. Also, it is sometimes possible to control
what computers and software versions are supported on an intranet, meaning that
designs need to be less cross-platform compatible (again allowing for more advanced
page content).
Most basically, your intranet and your website are two different information spaces.
They should look different in order to let employees know when they are on the
internal net and when they have ventured out to the public site. Different looks will
emphasize the sense of place and thus facilitate navigation. Also, making the two
information spaces feel different will facilitate an understanding of when an
employee is seeing information that can be freely shared with the outside and when
the information is internal and confidential.
An intranet design should be much more task-oriented and less promotional than an
Internet design. A company should only have a single intranet design, so users only
have to learn it once. Therefore it is acceptable to use a much larger number of
options and features on an intranet since users will not feel intimidated and
overwhelmed as they would on the open Internet where people move rapidly
between sites. (I know of a frighteningly large number of companies with multiple
intranet homepages and multiple intranet styles: Step 1 is to get rid of that in favor
of a unified intranet.)
An intranet will need a much stronger navigational system than an Internet site
because it has to encompass a larger amount of information. In particular, the
intranet will need a navigation system to facilitate movement between servers,
whereas a public website only needs to support within-site navigation.
Managing the Intranet
There are three ways of managing an intranet:
1. A single, tightly managed server: only approved documents get posted, and the site
has a single, well-structured information architecture and navigation system under
the control of a single designer. Even though this approach maximizes usability of the
information that passes the hurdles and gets posted, this is not the best way to build
a corporate information infrastructure because the central choke point delays the
spread of new and useful information. A totalitarian intranet will cause you to miss
too many opportunities.
2. A mini-Internet: multiple servers are online but are not coordinated, complete chaos
reigns, you have to use "resource discovery" methods like spiders to find out what is
on your own intranet, no consistent design (everybody does their own pages), no
information architecture. This approach might seem to increase opportunities for
communication across the company, but in reality does not do so since people will be
incapable of finding most of the information in an anarchy.
3. Managed diversity: many servers are in use, but pages are designed according to a
single set of templates and interface standards; the entire intranet follows a well-
planned (and usability-tested) information infrastructure that facilitates navigation.
This is my preferred approach.
Managed diversity will probably characterize many aspects of the coming network
economy, but we have less experience with this approach than with more traditional
top-down management
1. Intranets solve the problem of information overload.
Ironically, too much information doesn't cause information overload, and the solution
isn't to reduce available information. Problems arise when individuals have little
control over the information that comes at them. They're buried under a mountain of
data. And it takes mental energy to filter, sort, store and later retrieve all this
information, most of which is irrelevant.
SAP understands that the only industry that matters to you is your industry. That's
why there's no such thing as a generic industry solution from SAP. Our business
services & solution sets are based on an in-depth knowledge of the processes that
drive your business. So you can make better, more informed strategic decisions in
the areas most important to you -- whether you want to gain greater visibility across
your enterprise, get closer to your customers, or reduce inefficiencies. And since SAP
has been working with businesses like yours for 30 years, we understand the
demands of your industry.
Enterprise Resource Planning systems (ERPs) integrate (or attempt to integrate) all
data and processes of an organization into a single unified system. A typical ERP
system will use multiple components of computer software and hardware to achieve
the integration. A key ingredient of most ERP systems is the use of a single, unified
database to store data for the various system modules.
The term ERP originally implied systems designed to plan the utilization of enterprise-
wide resources. Although the acronym ERP originated in the manufacturing
environment, today's use of the term ERP systems has much broader scope. ERP
systems typically attempt to cover all basic functions of an organization, regardless
of the organization's business or charter. Business, non-profit organizations, non
governmental organizations, governments, and other large entities utilize ERP
systems.
Overview
Ledger Creation
Group Creation
Voucher Entry -- Authorization – Payment
Balance Sheet
Profit & Loss Accounts
Trial Balance
Pending Voucher Entry
Multi Voucher Printing
Day Book
Group Summary
Ledger Summary
Ledger Daily Balance
Consolidated Group
Negative Ledgers
Memorandum Vouchers
Temporary Deleted Vouchers
Bill Passing
Stock Management
Sales Order Processing
Export / Import
Sales & Distribution Management
Sales Order Inquiry - Order
Distribution Management
Pre Sales Follow-up
Post-Sales Support
Multiple site support for centralized sales orders
Customer item numbers for sales orders and invoice
Commission splits by line item, margin-based commissions
option
Supports non-stock items & drops shipment
Sales tracking by customer type & channel
Discounting by quantity, product lines and across combined
orders
Automatic best-price calculation
Re-pricing option
Product Groupings
Stock Accounting
Expiry Breakage Accounting
Stock Transfer
Commission & Incentive Accounting for Middlemen as well as for Employee
Debit Note / Credit Note for Incentive & Loss due to Mis-handling
Credit Control Management
Proportion so for Short-Supply Stock
Payment Terms
Bad Party Control
Near Expiry/Expired Stock Analysis
Sales Return Management
Barcode Interface
HR & PAYROLL
Payroll software helps manage the financial record of employees' salaries, wages,
bonuses, and deductions. Payroll software is often included in accounting software
bundles
Overview
Employee details
Advance details
Deductions
Benefits
Leave details
PF details
Attendance register
Salary payment
Duty Roaster
Reports
PRODUCTION MANAGEMENT
MRP - I
MRP - II
Production Monitoring and Control
Production Data
Product Configuration
Product Costing
Technical Documents
Project Monitoring
Rough Cut Capacity Planning
Capacity Requirement Planning
Manufacturing Order Processing
Production Statistics & Costing
Supports discrete, repetitive process and mixed-mode environment & continuous as
well as batch process manufacturing
Supports co-product and by-product manufacturing
Component availability checking and ability to substitute items
Detailed labour, WIP and Sub Contract tracking with variance calculations
Daily productions scheduling by item, site and production line
Finite loading and forward scheduling for production line schedules
Optional pick list for stocking point-of-use in discrete or repetitive environments
Quality test results prompted at selected production operations
Cumulative Item Cost and Work Center Productivity reporting
Product Structures and routing effective dates
Scrap factors for use by Materials Requirements Planning (MRP)
Product structure routing copy
Option to include yield in cost
Cumulative lead time calculations
Where-used Inquiry
Product Change Control System
QUALITY MANAGEMENT
Video Conferencing
This briefing paper has been written to provide an introduction to video conferencing,
the technologies behind it, current hardware and software and the likely impact video
conferencing will have on the higher education community in the near future. It
draws heavily on a number of reports on video conferencing written as part of the
Support Initiative for Multimedia Applications project.
Video conferencing has been around for sometime, and is now gaining in popularity. It
cannot replace person to person completely, but in many situations being able to see
and hear remote co-workers, does improve communication and cut down on travel
time and costs.
Technology
Video conferencing actually encompasses a range of technologies used in a wide
range of situations, often it is not just video and audio that is transmitted, but also
data, allowing collaborative working though shared applications. Video conferencing
may be:-
• One-to-one meetings, also known as point to point communications, usually involving
full two-way audio and video.
• One-to-many involving full audio and video broadcast from the main site, where other
sites may be able to send audio. For example in a lecture situation, students could
ask questions.
• Many-to-many, known as multi-point communication, provides audio and video
between more than two sites. With most multi-point systems only one site in a
conference can be seen at time, with switching between sites either controlled
manually or voice activated (i.e., the loudest site is on screen).
Physically, the most common scenarios of video conferencing are:
• desktop video conferencing - usually a small camera is located on top of the PC or
workstation monitor. The actual video is usually displayed in a small window, and
shared applications, such as a shared whiteboard are often used.
• studio-based systems - a studio is specially equipped for video conferencing. This will
normally include one or more cameras, microphones, one or more large monitors,
and possibly other equipment such as an overhead camera for document viewing.
Usually used for more formal meetings
In practice a 'studio' may not be a dedicated room, but a standard seminar room with
portable equipment that can be set up when required
Today, information systems provide the communication and analytical power that
firms need for conducting trade and managing business on a global scale.
Globalization and information technology also bring new threats to domestic business
firms.
In a knowledge and information based economy, knowledge and information are key
ingredients in creating wealth. Knowledge and information are becoming the
foundation for many new services and products.
The traditional business firm was and still is a hierarchical, centralized, structured
arrangement of specialist that typically relied on a fixed set of standard operating
procedures to deliver a mass-produced produced product.
The intensive use of information technology in business firms since the mid 1990s,
coupled with equally significant organizational redesign, created the condition for a
new phenomenon in industrial society. The digital firm is organization where nearly all
significant business processes and relationships with customers, suppliers, and
employees are digitally enabled, and key corporate assets are managed through
digital means. Business processes refer to the unique ways in which organizations
coordinate and organization work activities, information, and knowledge to produce a
product or service.
Organization
Management
Information technology con play a powerful roles in redirecting and redesigning the
organization. It is important to note that managerial roles and decisions vary at
different levels of the organization. Senior managers are people occupying the
topmost hierarchy in an organization who are responsible for making long rang
decisions. Middle managers are people in the middle of the organizational hierarchy
who are responsible for carrying out the plans and goals of senior management.
Operational managers are people who monitor the day-to-day activities of the
organization.
Technology
Information technology is one of many tools managers use to cope with change.
Computer hardware is physical equipment used for input, processing, and output
activities in an information system. Computer software consists of detailed,
preprogrammed instruction that control and coordinate the work of computer
hardware components in an information system. Storage technology includes both
physical media and software governing the storage and organization of data for use
in an information system. Communications technology consist both physical device
and software that link various computer hardware components and transfer data
from one physical location to another. A network is the link of two or more computers
to share data or resources, such as a printer.
All of these technologies represent resource that can be share throughout the
organization and constitute the firm’s information technology (IT) infrastructure.
• Technical Approach
• Behavioral Approach
MIS combined the theoretical work of computer science, management science, and
operations research with a practical orientation toward building systems and
applications. Technology must be changed and designed in such way as to fit
organizational and individual needs. At times, the technology may have to be “de-
optimized” to accomplish this fit.
Manager cannot ignore information systems because they play such a critical role in
contemporary organizations. Responsibility for systems cannot be delegated to
technical decision makers.
The world’s largest and most widely used network is the Internet. The Internet is an
International network of networks that is a collection of private and public networks.
World Wide Web is of special interest to organizations and managers. Information is
stored and displayed as electric “page” that can contain text, graphics, animations,
sound, and video. All of the Web page maintained by an organization or individual are
called a Web site.
New Options for Organizational Design: the digital firm and the networked
enterprise
• Flattening Organization
In digital firms, hierarchy and organizational levels do not disappear. But digital firms
develop “optimal hierarchies” that balance the decision-making load across an
organization, resulting in flatter organizations.
• Reorganizing Workflows
Large organizations can use information technology to achieve some of the agility
and responsiveness of small organizations. Mass customization is use of software and
computer networks to finely control production so that products can be easily
customized with no added cost for small production runs.
A key feature of the emerging digital firm is the ability to conduct business across
firm boundaries almost as efficiently as it can conduct business within the firm.
Interorganizational systems is information system that automate the flow of
information across organizational boundaries and link a company to its customers,
distributors, or suppliers.
The Strategic Business Challenge: Realizing the Digital Firm. How can businesses use
information technology to become competitive, effective, and digitally enabled?
The Globalization Challenge: How can firm understand the business and system
requirements of a global economic environment?
Meeting the business and technology challenges of today’s digital economy requires
redesigning the organization and building a new information architecture and
information technology (IT) infrastructure. Information infrastructure is the particular
design that information technology take in a special organization to achieve selected
goals or functions.
The Responsibility and Control Challenge: How can organization ensure that their
information systems are used in an ethically and socially responsible manner?
Information systems have provided enormous benefit and efficiencies; they have also
introduced new problems and challenges of which managers should aware. Managers
will also be faced with ongoing problems of security and control.
Because there are different interests, specialties, and levels in an organization, there
are different kinds of systems. No single system can provide all the information an
organization needs. Systems are built to serve these different organizational
interests.
Word processing refer to office system technology that facilitates that creation of
documents through computerized text editing, formatting, storing, and printing.
Desktop publishing refer to technology that produces professional-quality document
combining output from word processors with design, graphics, and special layout
features. Document imaging systems refer system that convert documents and
images into digital form so that they can be stored and accessed by the computer.
4. Decision-Support Systems
Decision-Support Systems (DSS) also serve the management level of the
organization. DSS help managers make decisions that are unique, rapidly changing,
not easily specified in advance. They address problems where the procedure for
arriving at a solution may not be fully predefined in advance.
Enterprise Systems
A large organization typically has many different kinds of information systems that
support different functions, organizational levels, and business processes. Many
organizations are also building enterprise systems, also known as enterprise resource
planning (ERP) systems, to provide firm wide integration. Benefits and
Enterprise systems promise to integrate the diverse business processes of a firm into
a single integrated information architecture but they present major challenges.
Benefits of Enterprise Systems
Enterprise systems promise to greatly change four dimensions of business: firm
structure, integrated information architecture but they present major challenges.
Daunting Implementation
Enterprise systems bring dramatic changes to business. They require not only deep-
seated technological changes but also fundamental changes in the way the business
operates.
Inflexibility
Enterprise system software tends to be complex and difficult to master, with a
worldwide shortage in people with the expertise to install and maintain it. The
software is deeply intertwined with corporate business.
There are two kinds of industrial networks. Vertical industrial networks integrate the
operations of the firm with its suppliers and can be used for supply chain
management. Horizontal industrial networks link firms across an entire industry
including competitors.