New DirectionInnovation is the process by which governments use their resources and competences to develop new or improved goods and services or to develop new return and operating systems so that they heap better respond to the needs of their customers (Jones, 2004, pg. 403). Sherman reckoner inspire is a small calculating machine muddle company seeking an opportunity to innovate and move from computer repair to computer assembly. Because innovation brings about change, Sherman Computer Repair must evaluate and restructure the way the organization is intentional to enable the introduction of new technologies and services as the organization grows with the environment.
Organizing for innovation continues to be a challenge for many companies (Davila, Epstein & axerophthol; Shelton, 2006, pg. 87). Sherman Computer Repair must determine the steps necessity for the organization to have a new professional custody and technology. This paper presents the reader with an explanation of Sherman Computer Repair?s organizational end and an evaluation of the weaknesses and strengths of the company?s away environment. An assessment of the employee?s talents and skills along with the barriers to change currently in the company will be identified.
Sherman Computer Repair organizational DesignSherman Computer Repair currently operates in three locations where customers can bring broken hardware for repairs with each location employing a manager, 3 computer repair technicians, and a receptionist.
The organization in like manner employs 12 mobile technicians for home repair service to reconcile customers with computer problems.
As organizations grow, managers must decide how to control and co-ordinate the activities that are required for the organization to create value (Jones, 2004, pg. 95). Sherman Computer Repair?s current organizational structure is a functional structure. A functional structure is a design that groups people on the basis of their common expertise and incur or because they use the same resources (Jones, 2004, pg.
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