Understanding Innovation and Change in an Organization - Coursework Example

The capacity to adapt and manage to various organizational changes allows for essential abilities of required business response in the workplace today. Business innovation and change accrue benefits from diversity of personality and backgrounds filling different roles. This approach allows for application of change in the organization together with ways of monitoring and evaluating organizational structure (Harvard Business Review. 2013In situations where people within a given company have extreme innovation, free-spirit, as well as nonconformist elements, the firm lacks grounding and balance. A managerial perspective indicates that innovative employees are more involved and motivated in the firm activities. The introduction of change to the organization allows management to test the strength of its organizational structure. Through change implementation, the concepts start seeing the areas of organizational structure that are strong and those that require re-evaluation. The empowerment of employees allows room for improved performance in their work processes through provision of autonomy that promotes job satisfaction. Empowering employees to develop organization-wide innovation generates strong senses of teamwork and cohesion through ensuring that employees have an active awareness of organizational strategy and objectives (Reiss, 2012). ). Change allows for implementation of policy and makes companies more efficient and prepared for daily business tasks. Organizations should learn of ways of becoming comfortable with changes within the business environment. Multiplicity of backgrounds and personality traits and types is accommodated through innovative processes requiring various skills and competences. Rapid organizational changes are difficult because culture, routines, and structure of organizations reflects the persistent imprint of historical performance. The initial innovation process role is concept generator among employees seeking to address market needs through new ideas as well the development of solutions to organizational problems. Managers promote innovative environments through perceived value and increased employee motivation, autonomy, and creativity as well as stronger teams to implement strategic recommendations at operational level. The approach has negative impacts to team performance as it discourages creative thinking. The initial innovation process role is concept generator among employees seeking to address market needs through new ideas as well the development of solutions to organizational problems. Employees are bombarded with doing regular work and have insufficient time and incentives of generating new ideas (Harvard Business Review. 2013). Employees are not motivated to develop new ideas in environments where nobody listens to them. Some managers listen to ideas with reluctance to affect them and these results in loss of opportunities. Multiplicity of backgrounds and personality traits and types is accommodated through innovative processes requiring various skills and competences. One of the common barriers to change an innovation within organizations is leadership or management that is not receptive to new perspectives and ideas. Various organizations have an inability of implementing and commercializing new ideas and are another barrier to change and innovation. It is the work of commitment, careful planning, and management from the organization to develop profitable outcomes from innovative ideas (Reiss, 2012). Further, time and financial resources are significant hindrances to change and innovation. Where such ideas are concentrated, they do not go any further as there are high potential risks linked to the development of the idea. Change and innovation identify opportunities and ideas among experts in various fields and their ability to address niche opportunities. This means that there is increased resistance to radical changes while the organization changes of the current environment rapidly adapt to similar environments. Companies that accommodate utmost innovative organizational environments languish in the event that they fail to have effective techniques to address innovation and change buy-ins. One of the ways of overcoming change and innovation barriers is through establishing simple processes of generating suggestions and ideas from customers, support networks and people. The approach allows establishment of suggestions towards improvement. For instance, the fact that a firm has improved the product is not an express criterion that it improvements on organizational performance. Organizations might not have all resources like major companies that ensure all their employees use their time on performing non-core activities, but can establish absolute processes aimed at ensuring such ideas are developed. The strategic identification of the approach means that the company loses money in case there is investment of resources through marketing of original concepts based on improved versions and cannibalized sales. The growth of technology, as well as modern organizational change, causes large motivation of exterior innovations as compared to internal moves (Paton & McCalman, 2008). The occurrence of such developments causes organizations to adapt to quick creations of competitive advantage and refusal of ineffective practices. Winning companies ensure that change innovation is an integral component of doing business. Top management has a clear vision coupled with well-driven strategies. Such companies create time for thinking and working strategically while getting ‘innovation’ to top agenda. The strategies support and encourage the people into doing the same. The firms should have continuous improvement elements that stakeholders engage in development and commit to continued improvement of business offerings. OD processes create continuous improvement cycles where strategies are extensively planned, evaluated, implemented, monitored and improved. Due to the pressure from the company, there are expectations of the employees producing immediate results, and it hinders innovative and creative perspectives of productivity. It is clear that each employee has differentiated backgrounds, attitudes, values, and beliefs and hence the need to develop personal motivation and ambition (Reiss, 2012). The focus allows the organization to keep track of individual’s response to the change while recognizing them for efforts made.Such processes, uncover their concerns and allow everyone to present opinions in the development of solutions and overall buy-in. The monitoring tool involves extra communication for proposed benefits and solutions. The organization can propose solutions that solve original issues while addressing concerns of others (Paton & McCalman, 2008). Even as change causes pain and discomfort, there is a clear show of how such proposed solutions meet shared goals through change efforts. It is important to reward and celebrate even minor successes during change implementation. Importance communication in change and innovation. Techniques of planning, monitoring and review include creation of shared goals. The management should spend time to define old processes and the pain-points for persons involved. The other strategy is collaboration in terms of solutions with persons impacted. Through sourcing for improvements on people’s wants, there is active seeking of inputs as well as “test” ideas in seeing how best to effect the team. Change and innovation offer proactive approaches that embrace organizational performance and stakeholder leverage for renewal. A critical role of change and innovation is leading enhancement of products and services. Innovation can be achieved based on employee development and a focus on the reward of successes that boost morale and motivation. The department of communication shaould make clear all bias is based on instant communication where other details change as implementation continues. It is important to inform people of other choices available in holding all communication until positive decisions are achieved. Communicating reasons for changes allows people to have greater understanding of the contexts, purposes, and underlying needs. Practitioners call this an approach to building memorable conceptual frameworks that underpin the change and create excellent working relationships (Elearn. 2012). Strategies of the building change and innovation structures are worthwhile (Cameron & Green, 2012). Multiple communication channels are basic considerations in convincing different individuals to endorse new procedures and processes. The channels highlight the achievements allowing others to follow and overcome innovation and change hurdles. One of the contributions of human activities is that it fosters a culture of innovation and change to build capability. Such a scenario means that employee engagement remains high and lead to increased innovation and creativity. Organizational development increases the extent of product innovation through competitive analysis, consumer expectations and market research. Human activities aim at ensuring that top managers take responsibility for disseminating capturing and knowledge and learning. The concept promotes the identification and championing of new approaches to improve organizational achievement and results. It allows firms to tackle the strategic challenges based on creative solutions and resourcefulness. Humans draw together the ideas as well as information from external networks and organizations to enhance organizational outcomes (Cameron & Green, 2012). Human contributions allow for building capability through the promotion and development of sequential techniques through encouraging others to propose effective alternatives and question methods. The positive outcomes include exploration of new and innovative approaches to working and driving innovation in various areas. Such efforts introduce alternative ways of working and overcoming resistance through people involvement and demonstration of benefits.Human efforts support, implement and promote change through encouraging adoption of new methods to overcome acceptance barriers (Elearn. 2012). References Cameron, E., & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. New York: Kogan Page Publishers. Elearn. (2012). Change Management. New York: Taylor & Francis. Harvard Business Review. (2013). HBR's 10 Must Reads on Change Management. New York: Harvard Business Press. Paton, R. A. & McCalman, J. (2008). Change Management: A Guide to Effective Implementation. New York: SAGE. Reiss, M. (2012). Change Management: A Balanced and Blended Approach. New York: BoD – Books on Demand. Read More