Creativity and Innovation as an Integral Part of a Firms Strategy to Success - Coursework Example

University Name Department Student name & Admission number Date of Submission 1.0. INTRODUCTION Change management has become the order of the day in contemporary world where firms experience varying changes in their functions and operations. As such, change management is important in securing for a competitive edge in business as well as for survival. Both big and small businesses have entered the time where global businesses are merged into solitary venture perceived to be a village market (Conway, S. & Steward, 2009). Firms are going in a foreign country markets to achieve sales and profits that are not realized in their home markets. For that reason, every business comprises those with merely domestic operations facing greater than before pressure from foreign competitors. Both overseas and domestic ventures have altered the image of firms’ business management procedures. Managing change has become part and parcel for many organisations in present times in their day-to-day activities (Grieves, 2010). 2.0. MANAGING CHANGE WITHIN ORGANISATIONS Majority of firms have drawn their attention in overcoming barriers to change because of consistently gains seized from such changes (Ahmed & Shepherd, 2010). As working environment and practices change and circumstances evolve, firms are forced to review their operations to remain vibrant and maintain their competitive edge. For many workforce and organisations, coping with change, if not managing it remains to a foreseeable upshot regarding the roles and responsibilities played by various stakeholders within organizations (Townley B & Beech, 2010), A number of changes may be fundamental as well as desirable to firms, although the management of it has turned out to be a big challenge for managers and a well-paid area of operation for both consultants and organization groups. Nevertheless, some changes are welcomed if well deliberated to add value to organisation’s practices whereas others may be assumed if deemed inappropriate, disruptive and costly. Nowadays, majority of senior managers in several organisations around the world sign performance contracts to help gauge their contribution to success and change they bring on board during their tenure Foster, B., Jackson, G. & Hardiman, R. (2008). Corporations’ directors, boards and managers should seek to achieve a balance between change and stability when taking into consideration performance upgrading, company development, re-engineering as well as revolution by concentrating upon areas of greatest opportunity for beneficial outcomes and attainment of strategic goals. 2.1. Most organisational change initiatives Change initiatives may be either internal or external. The significance of this reasons put forward a memento highlighting the way organisations are supposed to counter and adapt to exigencies in addition to that major reform which time and again reveals that the process is imperative (Grieves, 2010). The existence of exterior peril is a leading motivating force. On the other hand, the internal justification still holds oddity that a most firms may enact measures to try and counteract its earlier agendas besides extending them where necessary (Foster et al, 2008, p.42). Organisational culture is a fundamental aspect in provision of services to any organisation. It encompasses broad social phenomena such as values, behaviours and beliefs shared by members of an organisation Gregoire D A, Barr P S and Shepherd D A (2010), Nowadays, there has been a growing understanding that organisational culture is related to an organisation’s performance and leadership. The interest in organisational culture is correlated to effective leadership and acknowledgment that cultural changes are required together with the structural changes to set up benefits in quality care (Grieves, 2010). Scholars depict culture as a model of fundamental theories discovered or build up by a team as it become skilled to deal with its problems of external change and internal assimilation that has worked strongly to recognise, to reflect and recount to those challenges. Turning back to internal factors, this is a period when advancement within the technology, public service and management restructuring cycle change to become more transparent: commencing a strong restructuring agenda for various organisations which is viewed as crucial, manifestation on the outcome that generate perfection and revaluation of the importance of change under an innovative leadership of the vital departments that coordinated diverse agendas. According to Ahmed P & Shepherd, (2010), the basics of innovative practices, incorporated disaggregation in management, decentralisation, outsourcing, as well as a multiple services providers add value to organisational change. Such features are supported specialisation other than encouraging fragmentation and reinforcing vertical structures. For management to effectively execute effective organisational change in their system, it is essential to monitor tasks, plan them and supervise resources accessible for those particular activities. In this scrutiny, it is the responsibility of the managing team to make sure that tasks to be integrated in execution are clinched on by all the workers as planned to benefit both the individuals and the organisation. According to Conway and Steward (2009), the dynamics of life nowadays has made work to become a basic to the human coexistence, though, labour these days is no more unorganised group that is ready to obey without detest or protest on terms of employment. Management has to handle workers at present as individuals with conscious minds as well as members of organised social groupings, which are well-informed on their working rights and possess strong bargaining power. Work establishes what we ought to do in our daily life and preoccupies much of our thoughts. It enhances our interactions and aid in defining our sense of identity as it offers us with material necessities of life and attainment of civilisation. Work allocation and remuneration, together with its organisation and management are of significance importance, how these are carried out in any gainful employment explains much more about the perceptions and ideals we embrace as a society changes. For this reasons, the aim of changing and keeping sound industrial relations is not only to focus in resolving disputes but also to safeguard the cooperation among the workers in the ways of industry. In any industry, the issue of maintaining creativity and smooth innovations is not an easy task. Most industrialised nations and leading corporations around the world find themselves struggling to establish and maintain effective management changes in their systems. Each country and industry has sought to find a working solution, based upon its economic, social and political environment. 2.2. Introducing new technology In organisations, introducing new technology has turn out to be an inevitable necessity, for the reason that the competitive surroundings of various firms require to build up and reinforce the processes of creativity and innovation. This era of new technology and cut throat competition in global business arena, creativity and innovation is very paramount if organisation has to maintain the status quo, survive and thrive. New technology helps firms to improve the quality and quantity of goods and services thus maintaining their competitive edge and remaining above their key competitors (Grieves ,2010) It also makes the significance of human resources involved in the issue of organisational goals undeniable as creative participation is very imperative for solving organisational problems. For creativity and innovation to be easily embraced, it requires a change to the organisational culture; as such changes are imperative in overcoming the obstacle of group creative thinking. Human creativity and innovation is a unique feature as it enhances ability to visualise, predict and develop ideas and embrace them with new technology. Grieves (2010) asserts that changes and existence of multiple, diverse and complex environment for a number of organisations requires creative and innovative foundations to boost their operations. It calls for persistence and effective interaction within the system to help organisation reach its goals based on creativity and innovation by restructuring its workforce, management practices and organisational structure. It’s also essential for firms to be in position to forecast how they intend to address the possible changes in future and risks to accept (Dawson & Andriopoulos 2008), Therefore, creativity and innovation should be put into consideration when planning to develop talent, success of individuals, social and occupational restructuring, increasing quantity and quality of services offered. Additionally, the two may still be considered when cutting down unnecessary costs and in increasing employee motivation and job satisfaction. Such considerations will ensure that organisation improve productivity by stimulating positive healthy competition in both production and distribution of services. 3.0. SOME OF THE CAUSES OF FAILED CHANGE Organisations face a number of challenges when implementing change. The ideas of change may fail to see the light of the day despite the time spent in sourcing for the thoughts or ideals. This could particularly because of inadequate finances, risk avoidance, inappropriate measures, and lack of sufficient time and siloing. A considerable understanding of these barriers and lively advance of proper planning, partnering and determination could help the organisation carry on a great innovation and creativity active and make sure that there full value is recognized (Grieves, 2010). Whether organisation is leading in its industry or intending to create a new market or increase the existing market, innovation is complex and could be deemed to fail if not well thought and efficiently utilised. In managing change, success starts with a careful understanding of what organisation intend to achieve, how it plan to tackle potential resistance and planning of progress, however there are still key organisational barriers to creativity and innovation that frequently show up; scarce funding, risk evasion, “siloing”, time commitments along with erroneous measures. 3.1. Inadequate funding Securing sufficient funds to any innovation or adoption of new technology often imply snatching money away from already established program. Thus, sourcing the cash at right point in time is deemed challenging, as most organisations repeatedly tend to operate on yearly financial support cycles which closely equal with actual world openings. Besides, many exceptional innovations require more capital to stay alive and as such being famished out of continuation because of insufficient funds (Dawson & Andriopoulos , 2008),Creative thinking is called upon to deliberate on necessary needs and resources that could help innovators realise their ideas along. 3.2. Risk avoidance According to Grieves (2010) most organisations may not scamper into risks. Investors aspire to preserve their physical condition, prosperity and peace of mind in their day-to-day business activities. However, no progress may be realised without calculated risk taking. In view of the fact that individuals tend to perceive innovation to be risky, majority of investors run away from it. In reality, a number of organisations on rare occasion will play the game of discovery of things that could go wrong. Classic responses may arise from key decision makers such as “we have never done this before”, “how sure are we that it will go as planned” thus ending up to be a hindrance to implementation of innovation. In most cases, on one occasion risks sensed, innovation is habitually stopped. Other than a clear-eyed scrutiny of risks balanced aligned with profit to be accrued could create a sound working environment where innovation is taken care of rather than killed. 3.3. Siloing Majority of organisations will seek to safeguard and mould their identities so as they can secure proper credit, maintain and guard themselves. This is a reason why most of them will appear to create boundaries, allocate tasks and set rules in place. No matter how fake the divisions of tasks and processes may be perceived to be, they are more often than not safeguarded even if ignoring them is to everyone’s benefit. In regards to Gregoire D A, Barr P S and Shepherd D A (2010),Innovations will have a propensity to go beyond borders and initiate new categories in organisational structures. It should not be seen as odd to notice competing claims of possession and disputes concerning authority. Previous deals agreed upon may break down over who is to manage things and how profit should be allotted to owners rather than reinvesting the profit back to business. For this reason, innovations that might benefit the entire organisation are killed by board members or management teams who do not see the need to reinvest but strive for their fair share of benefits. Therefore, a enhanced considerate of the needs as well as concerns of organisations may be a primary consideration for managing the usual organisational conflicts that could be instigated by innovation. 3.4. Time commitments At both individual and organisational level, time is termed as a scarce resource as well as precious commodity. One of key responsibilities of managers is to substantiate that time is productively utilised in organisation. While open-minded management team will invest handsomely on workers’ part-time education, experimentation, health, individual growth and development, it’s hard to prove whether such investment pay off to organisation success. Worse still, such ventures may not be beneficial in a timely manner, for instance, organisation investment to individuals is not quick enough for apparent returns through periodical measurement. But the real value and benefits may be realised from investment in an innovation which appear to free up time for work on it in an organisational set up. 3.5. Incorrect measures For several firms, the real measure of success revolves around revenue, profits and market share, as they three elements are perceived to be easier to quantify than intangibles like reputation, business name, workers’ talent, leadership quality as well as assets that pose key assistance to the accurate price of a venture. A good number of changes that matter are tricky to give explanation in terms of return on investment (ROI). Moreover, innovations with a likelihood of interrupting or creating fresh markets might undergo into difficulties by contrast when measured against more ordinary projects as they pound through a normal budgeting procedure. But by widening the scope of measures and incorporating key decision makers in the whole process of change and forming new measures, is likely to keep away from the ROI trap and embrace innovations in organisation. 4.0. PRACTICES AND/OR PROCESSES MIGHT MANAGERS ADOPT TO IMPROVE THE PROSPECT OF SUCCESSFUL CHANGE IMPLEMENTATION The creativity of management team or workers may have solutions that could be different and more appropriate to organisational needs and managers may adopt them to improve the prospect of successful change implementation. The most effective and efficient way to triumph over change barriers is to get into discussion with several groups at workplace and find out how work related problems may be resolved in amicable manner. Any future decision making on progress should focus on present market situation and future projections.. There is an ever-increasing acknowledgment among leaders on the need for culture change within their organizations Blattberg, R.C., Getz, G. & Jacquelyn, S. T. (2001).An intervention that is believed to be a move from acknowledgement to reality, though, seems to be to some extent more elusive and hard of what all this necessitates. Culture change does not symbolise a quick fix of things, but a continued process within the organisation. It is realised through the establishment of a clear vision, effective leadership and alignment of behaviours, and instilling of accountability. Achieving cultural change within is an ongoing process connecting planned steps that comprise knowledge and awareness, recognition and rewards, and communication. Honest appraisal of the present culture will yield a desired state for change management and development. This could be reinforced through support and reward for much loved behaviours and results. Transformational and renaissance leadership styles could be vital in this scenario in supporting decision making processes during change (Trott, 2008), A transformational leader will reach out to his or her followers and deliberate together on a common goal of enhancing change within the organisation, as such, making staff to identify with changes Braczyk H J, Cooke P N and Heidenrich M (1998), Renaissance leader will invite the key individuals to communicate to them the intended changes and how they should support it together with their followers. This helps in aligning leaders and other staff to talk about planned change while placing into consideration the organisation’s core competencies to support the desired culture. The competing values framework provides a valuable theoretical lens from which to examine organisational change. The framework recognises four romanticised culture categories: group, developmental, hierarchical and rational. A group culture focuses on teamwork, consistency and participation in organisation related activities. The developmental culture encourages innovation integration and risk taking ability. The rational culture encourages the realisation of competitive advantage and workers are well remunerated for acquiring the necessary skills needed to meet organisational goals (Blattberg et al, 2001). Hierarchical culture put emphasis on stability, rules, terms and conditions, where leaders are tenable in enforcing the regulation. Each organisation imitates these four cultural categories to some level and the framework help organisation to appraise their position with view to each aspect of change. A clear definition of roles and responsibilities should be undertaken to empower the team with paraphernalia for sound decision making, prompt change and long-time process development (Kuratko & Hodgetts, 2007). Indeed, the development of clinical leadership is fundamental to lead the change in organisational culture because of the growing expectations and responsibilities placed upon the profession to ensure improved warehousing outcomes to publishers. 5.0. CONCLUSION Based on the discussion on managing change, it can be argued that creativity and innovation is an integral part of a firm’s strategy to success in this modern society. The decision of a firm relating to the development of organisational capacities, managing of values which are fundamental aspects in the range of strategic choices of the firm. The management creates a friendly working environment by identifying and realising the sources of value for both the customer and the firm. In managing change, specifications, alongside the strategic quality measures, are also helpful to describe what quality is needed. Commonly, firms do not seize any kind of formal specifications, which results in goaded service unpredictability in addition to lower quality. Specifications are called upon to direct the managers in their respective roles within the firm. Setting ample specifications does not mean total homogeny, but requires an analysis and design of the total service change. 6.0. REFERENCES Ahmed P & Shepherd, C. (2010), Innovation Management: context, strategies, systems and processes, Ft Prentice Hall. Blattberg, R.C., Getz, G. & Jacquelyn, S. T. (2001). Customer Equity: Building and Managing Relationships as Valuable Assets. Boston: Harvard Business School Press. Braczyk H J, Cooke P N and Heidenrich M (1998), Regional Innovation Systems: The role of governances in a global world, UCL Press Conway, S. & Steward, F. (2009) Managing and shaping innovation. Oxford: Oxford University Press. Dawson P & Andriopoulos C (2008), Managing change, creativity and innovation, Sage. Foster, B., Jackson, G. & Hardiman, R. (2008). Workforce diversity and business. Training and Development Journal, Vol.42, pp.38-41 Fuhr, I. (2000). Worlds Apart: Managing Workforce Polarisation. People Dynamics, vol. 12, Pp.9-17 Gregoire D A, Barr P S and Shepherd D A (2010),’Cognitive processes of opportunity recognition: The role of structural alignment’, Organization Science, 21, 2, pp.413-431 Grieves, J. (2010), Organizational Change: themes and issues, Oxford: Oxford University Press. Kuratko DF, & Hodgetts R M (2007), Entrepreneurship: Theory, Process & Practice, 7th Edition Townley B & Beech N (2010), Managing creativity: exploring the paradox, Cambridge University Press Trott P (2008), Innovation management and new product development, FT Prentice Hall. Tricker, B. (2009) Corporate governance: Principles, Policies and Practices. Oxford: Oxford University Press Read More