i. At the management levels, there is a high commitment to towards the vision and mission but more than this, greater attention is paid to innovation. It is unique that the organization holds departmental meetings to evaluate the efficiency of the departments and engage the employees on a platform that welcomes innovative ideas. Innovations at the department levels are communicated to higher hierarchies where they are vetted, and further consultation is done before they are fully integrated into the system (Obioma Ejimabo, 2015). High innovation is encouraged through venturing into new products, which are selected by the sales and market position of the existing products. New procedures are also infused to replace those deemed as inefficient and to ensure financial stability prevails, fundraising initiatives are conducted on a monthly frequency so that ongoing projects are implemented (A Focused Study on Leadership Development and Activities Involved, 2015).
ii. The Organizational Assessment procedure is on the core elements of the organization; communication, competency, innovation, leadership, and management unveiled the strengths of the organization. The top management of the organization comprises three members (the chair and two vice-chairs) that report to the Supervisory Council. The top executives and the Supervisory Council look over the activities undergoing in the organization, making informed decisions that are strategically implemented for the achievement of the vision of the organization. Under this active management, the organization has a long-term focus on expanding and diversifying its products and services. From time to time, an evaluator is invited to assess the resources and recommend strategies for growth and expansion (Bratnicka, 2015).
Furthermore, as global trade breaks down national barriers and market barriers that once kept businesses from achieving what they can do, the company's innovative capabilities - innovative ideas to build value for its employees and its partners, customers, suppliers, and other parties beyond their borders - are not at all. The renaming has been a key driver of growth, performance, and balance (Building Relationships, Building Trust, 2015).
iii. Over the past two years, the organization has taken mighty steps of growth. The signs of growth are very evident judging by the employee’s attitudes. The organization is indeed culturally enabling with high ethical standards. Besides the weekly help department meetings, there are open forums for employees to interact and associate with invited employees from other organizations. These are the inlet for the exchange of ideas and comparison of the mechanisms of operation. It is during these forums that the individuals behind rewarding innovations are recognized and awarded (Szobiová, 2015). The social context of it reinforces rapport between employees in various positions in the organizations while awarding innovators encourages more effort towards the same.
iv. The working conditions are quite friendly as attested to by the employees. However, there are a few adjustments that the organization’s management may consider. One point that needs rectification is the terms of contracts. The terms of contracts are fair enough, reasonable working hours, rational compensation, and proper ethics. In the rare incidences where an employee seeks to change the terms of their contract, the process is sluggish and unrewarding. The organization somewhat fails in the procedures of amending contracts. Also, in my understanding of promoting innovation, employees play a vital role in the process of innovation. Despite the organization being well informed on this, at times there is no orientation or training offered to the employees for easier adaptability of newer systems. This could derail possible aggressiveness in fostering innovation (Dougherty, 2016).
v. There are many ways to promote innovative thoughts and celebrate successful ideas. Well planned and strategic innovation is paramount in the realization of the vision and living up to the mission statement. Improvised approach to discover the market and the competitors can re-define the way the existing business operations. The organization’s channels of consultation from experts give an upper hand in the scope of innovation. Other than this, constant evaluation of the impact in the organization at large and within the segments of the organization is imperative. The Impact Assessment Tool cuts through the social, economic, and technical aspects unveiling the forecasted goals against the actual impact of implemented innovations (Moro, 2015). The vision, mission, and goals of an organization should and continue to be the guidelines of the organization’s management over the employees and the unit operations. Moreover, innovative and successful strategies presented by the diverse background of employees can be promoted by allowing the practicing of innovative ideas on their own. Creating freedom at the workspace, proper innovation management, careful and attentive taking-up of positive ideas, and constructive feedback can help any organization to promote the innovative and successful ideas and thoughts.
vi. Culture, strategies, capabilities, and structures are some essential physical work environment supporting innovative ideas at the workplace in the business or organization. The figure (Source: Harvard Business Review, 2014) shown above explains the different quadrants dealing with different physical work environments. The private offices include scaling the individual productivity and rapid innovative protyping whereas open plans in larger organizations include rapidly growing group efficiency and supporting cross-pollination. Similarly, Flexible seating and assigned seating quadrants are stated that include rapid prototyping, cross-pollination, and individual productivity and group efficiency respectively (Szobiová, 2015).
vii. The innovative idea will be encouraged by a humble and respectful welcome in front of the management team. If the idea by the employee is good and effective then it could be noted to improvise in the future. If brainstorming on the proposed idea is possible then a separate brainstorming session could be organized to work more upon the improvement of the presented feedback solution by the employee. If the idea of the employee is not implementable then another option would be chosen which could make the idea more analytical and implementable. If the idea from the employee demands transparency of the organization or the team then it might be questioned how transparency could be useful for the company (Kasuganti, 2017). Constructive and productive feedback could be given to the employee if the idea is not beneficial in the long run for the organization so that ideas and innovations could always crop up when the employee is working for the company (Harvard Business Review, 2014).
Team members or employees should be encouraged to give feedback or innovative thoughts regarding improvisations as this enhances the ability of the employees to contribute to the organization constructively and effectively. Moreover, the more the employees participate in the idea exchange with the management of the organization, the better the decision-making and understanding skills will be developed. The management of the team or organization can create a framework where regular idea exchange or brainstorming sessions are taken by the employees so that the performance of the team could be tracked easily and effectively. By providing such opportunities to the employees, the managers could easily plan, strategize, and execute with the correct approach. Also, the management can focus on the innovative ideas, views, or suggestions for improvement as suggested by the employees that could be beneficial for the organization to scale the growth and performance
There are several ways to foster ideas and innovative thoughts to build a team having innovative thinking abilities. By creating a culture of innovation, the employees/team members will be motivated and inspired to think out of the box and present constructive feedback and innovative ideas. The team leader can have honest and open communication with the team members to instill and contribute to innovation for the business or organization. Rewarding failed ideas will encourage the members or employees to re-think their ideas and present great ideas in the next session. Having a transparent management structure will empower the workers to think and innovate more efficiently.
Effective consultation is a two-way process between the team leader/employer and the team members/employees. To encourage and facilitate consultation in an organization, the team leaders should plan the consultation, evaluation, and strategizing processes beforehand. Encouraging consultation in an organization is important because it can help to identify problems, opportunities, and also to make appropriate decisions to ensure the generation of new and innovative ideas constantly.
Where innovative thoughts and ideas on one hand improvises the work of the company, on the other hand, it also involves a lot of risk and losses. Therefore, innovation must be in such a way that one can devise numerous approaches towards the problem for a given task. Sometimes, innovation may lead to the disintegration of the team as there are always chances to resist the change. Also, if the innovation is not result-oriented, then uncertainty and loss are always associated. To avoid this, the innovation should be made in such a way that the targets are always kept as a priority, and the integration and collaboration of the team should not be lost. If any innovation is unable to generate value stuff, then the team should immediately act upon so that the loss or risk could be reduced. Moreover, it should be noted that innovation should come constructively and healthily only so that the risks, conflicts, or losses could be abided. (Bratnicka, 2015)
A Focused Study on Leadership Development and Activities Involved. 2015. ELK Asia Pacific Journal of Leadership and Innovation Management.
Bratnicka, K. 2015. The role of information technology in supporting organizational creativity. e-mentor, 2015(4(61)), pp.59–65.
Building Relationships, Building Trust. 2015. Chemical & Engineering News Archive, 93(48), p.45.
Dougherty, D. 2016. Organizing for innovation in complex innovation systems. Innovation, 19(1), pp.11–15.
Harvard Business Review. 2014. Workspaces That Move People. [online] Available at: https://hbr.org/2014/10/workspaces-that-move-people.
Kasuganti, A.R. 2017. Organizational Learning: The Role of the Physical Environment. Psychological Studies, 62(4), pp.357–369.
Moro, G. 2015. Evaluating social innovation. SALUTE E SOCIETÀ, (1), pp.68–78.
Obioma Ejimabo, N. 2015. The Influence of Decision Making in Organizational Leadership and Management Activities. Journal of Entrepreneurship & Organization Management, 04(02).
Szobiová, E. 2015. Creativity in Organizational Environment. Acta Technologica Dubnicae, [online] 5(2), pp.69–79. Available at: https://www.degruyter.com/downloadpdf/j/atd.2015.5.issue-2/atd-2015-0065/atd-2015-0065.pdf.
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