The Culture Of Ingenuity And Innovation Commerce Essay

Creativity and technology are two inherent qualities human have got that may not be embedded in every single individual. A business acquires staff and specific with various different characteristics. However, creativity, for just one, may well not be amidst their major feature. I assume that it is not easy for an organization to 'create' a culture of creativeness and innovation in an organization due to the diversity among members and the organizational personal information but it isn't impossible either. With regards to the existing business culture with an evolving organizational identification and using proper vocabulary and discursive elements to bring social incrementalism, a culture of creativity and innovation within an organization is attainable. A culture of imagination and innovation in an corporation can be created by providing staff of the organization proper knowledge of the goals and objective and creating a host to try new ideas and the right to freedom and get active support.

I think that simply implementing ideas to a business won't make it creative or innovative. In order to build a culture of creative imagination and innovation within an organization, the organization needs to understand the behaviour of folks and needs to be open to new ideas and the changes these ideas create. In this essay, I have attempted to concentrate on utilizing culture of creative imagination into organizations whilst evaluating existing organizational structure and culture. All of the theories talked about and argued will be based upon creativity for a business. The Weberian Thought and Taylorism along with types of organizational buildings have been examined to comprehend how people are given with authority and how they behave within an organization. HAS and it is way has been compared alongside Darwin's Theory of Advancement to place light into the theory of creativity. To be able to implement a fresh concept of creativity and bring change, Kanter, Stein & Jick's Big 3 Model of Change and Lewin's Model for organizational change has been likened and contrasted.

Organizational Culture is an outcome of ethnic processes at the job in a specific setting and focuses on people and the distributed so this means within them. An organization with a solid culture may find it difficult to conform with changes. If they want to bring a culture of creative imagination then the company could find it hard to handle it. A solid culture will have people who have commonalities and may lack variety which is vital in generating new and different ideas. However, subcultures can exist in such firm with strong culture which might bring creativity therefore of diversity. Such divisions are in charge of giving an alternative or a course to the organization which can result to new frontiers.

Diversity can be an integral element of organization's culture. A director must be alert to the differences which exist among various employees employed in the organization. People within an organization do not always result from the same backdrop. A manager needs to be familiar with the differences between your employees in order to make a friendly working environment.

Organization, today, has come a long way from the classical approach of Potential Weber (Bureaucracy and rationality) and F. W. Taylor (Division of Labour and Scientific Management). "Humans are appendage of industrial machines. Humans can be programmed to perform relating to loads, pace and exhaustion"-Maximum Weber. To be able to set up a creative culture, people have to be given freedom to believe and work. Weber's theory will bring restrictions on the way people think and work by contrasting real human with machines. Likewise, Taylor's Scientific Mangement theory suggests that certain knowledge, belief must be predetermined to create a culture. However, creativity can't be moulded by certain rules and regulations. In such a case, the result would not be original and hence, not creative. Darwin's Theory of Advancement areas that ''culture is a process of cultivation, i. e. , the improvement of human condition'' which helps create a creative culture as it focuses on betterment of the real human condition. Similarly, HAS which is Way provides further light towards organizational culture. HAS procedure areas that culture is constructed by basic assumptions where as IS approach begins from a clean slate where culture is not described which can help the imagination flourish as there are no boundaries that should be met by people.

In recent years, a symbolic-interpretative procedure or a postmodern way is popular where people and their behavior are given importance and activities carried out predicated on them. A symbolic-interpretative way would create so this means by associating with human being through shared prices, traditions and traditions whereas the Postmodern approach is where professionals are designer in themselves who are available to new ideas and based mostly upon these knowledge and understanding think of a new perspective with reference to days gone by.

The diagram below shows different elements which collectively form a culture. To be able to develop a creative and innovative culture in an group, all the elements need to accept imagination and work accordingly. Creativeness injected in these elements will eventually exude the creative culture of the business.

An artifact who would like to be a symbol of the organisation

Organizational framework shows the relationship between customers within the organization and the distribution of tasks and ultimately electric power. An organizational framework doesn't necessarily effect the organizational culture. An organization may have a solid, bureaucratic culture or an innovative culture whatever the hierarchical framework. In large group such as Apple, an innovative culture prevails despite a hierarchical organizational framework. However, creativity needs to fulfil the goals and goals of the business and proper communication is necessary between the personnel and the professionals. So, a flat organizational composition would assist in better communication and instant reaction to any changes even if the business has a Top-Down hierarchy.

Organizational Control really helps to create an order to the actions carried out within an corporation but it make a difference the creativeness of an organization as the essence of creative imagination is freedom and we know that organizational control is quite contrary. The amount of control needs to be determined in such a way that it won't hamper the creativity of the personnel. To be able to make a creative environment, the control needs to be decentralized. Despite the fact that managers are in control, the employees need to have space to come up with ideas without having to be controlled. Site 345, teamwork and a concern with employee ingenuity.

Language in the form of narrative and storytelling is vital in shaping a culture of an organization. Narration is bringing experience or series of episodes coherently into terms. "From tales we derive indicating, knowledge and experience, and as a result, we're able to understand our own and others' existence". Narration helps improve communication between your manager and the employee resulting to better productivity. It even really helps to improve quality of management and authority and understand the path the organization desires to take in the future. Experiences can help people understand and get new ideas which will build a creative and innovative environment. People can relate to individuals of the narration and study from the incidents. For eg, learning about how exactly Steve Careers, CEO of Apple Personal computers, works can encourage people to come up with new ideas and become more impressive.

Organizational Change occurs whenever a new system is unveiled and implemented. It is not easy to bring change to a business. Changing any working of the business must change the notion and attitude of the folks as well. Such changes have to be managed delicately without upsetting any party. Cultural Change in organizations can be of three types: Clear Change, Cutting edge Change and Cultural Change. Visible Change adapts while protecting its personality whereas Cutting edge change is as a result of outsiders by destroying old ones and creating a totally new culture. However, if creative culture must be created, Cultural Incrementalism is a good choice. It has the old culture from narratives along with new ideas to think of a new culture. In our case, changing what sort of people work by giving more flexibility or brainstorming and dialogue sessions incorporated in an existing culture results to cultural incrementalism and hence, a creative culture.

There are various ideas how change can be managed. Lewin's Model: Unfreezing, Change, Refreezing is one of the most popular theory's for controlling change in an organization. However, our company is focused on changing the culture into a creative culture. For this purpose, Big 3 Model of Change is appropriate rather than Lewin's Model. Lewin's Model works well but it focuses more on the developing and operational part of the organization and doesn't take into account the human perspective. It programs and directs change. However, creativeness in an group can't be organized or aimed. Big 3 Model of Change targets change can be monitored by responding, harnessing and provoking change. Relating to this model, there are three causes of change: Macroevolutionary (Environmental Level), Microevolutionary (Organisational Level) and Political (Specific Level). This model has been criticised to be too wide but due to its inclusion of behaviour of people at different level and responding appropriately, makes it an improved option towards controlling change than Lewin's Model.

While making a creative and progressive culture, a administrator should not stray from the id of the organization. An innovative culture might not exactly be well suited for all sorts of organization. The working environment needs to be known before changing or building a culture and the change needs to align with the identification of the business. For eg, In a very Cafe, creative imagination has very less to do. The staff has to perform task that is tedious and there is absolutely no room for improvement in conditions of creativity. The identity of the cafe is to provide good service to customers. Albert and Whetten beleive that organizational id has central, distinctive and enduring features. However, Gioia, Schultz and Corley argue that the organizations' personal information is fluid rather than steady. Balmer emphasises on using growing rather than long lasting because these school of thought believe even the organizational identification doesn't always remain the same and continues on evolving as time passes and environment. Culture and Id of a business go together and Michael Hardwood has explained, ''Identity is not at all something genetic, safe and secure. It is molded by background and culture: it is about group feeling; allegiance to the state, but in an open contemporary society that may be extensive and inclusive. It will always be in the making and never made. '' So, if the business needs to create an innovative and creative culture, the identity can be moulded consequently.

Example: Creative Industry of Jewellery Design.

I interviewed a friend, AKG, who facilitates her daddy in a family business in Kathmandu, Nepal. The business is a family business which is actually a jewellery design outsourcing company for various jewellery outlets in Kathmandu. The organization was started out by her grandfather 34 years ago, to employ people who have a passion because of their art-jewel crafting while utilising their capabilities to their benefits therefore benefitting the organisation. The people employed were individuals who were terminated by her grandfather's friends because they didn't build the jewellery based on the given designs. This provided her grandfather the chance to bring the best out of his employees in terms of creativeness who believed that happy people make smarter employees.

The group has AKG's father as in-charge and 14 artisans who have been appointed by her grandfather. These artisans are accountable for discovering ideas or working on ideas provided to them by the customers. The designs or ideas from clients are translated to the artisans as some are experiences plus some are an old part and brainstorming lessons are carried out to understand the story deeper. Then this uncooked idea is directed at all 14 artisans along with the old piece or the storyline. They translate it nonetheless they think is most beneficial. So, by the finish of that time period given, AKG and her daddy along with the 14 artisans come together, discuss and look through all the designs. Then, among the list of 16 people, voting is completed and sometimes there's a clear winner. However, sometimes all the 14 translations are sent to the clients to pick the best rendering it much simpler and the earning craftsman gets 35% of the sales proceeds!

All 14 artisans work in the workshops at their home. They work individually and each idea and design is unique. They became a member of this family business because they were able to go to town rather than work under any constraints. Before, they had to design that which was told by the client or the dog owner and their own idea would not get value. However now, they may use their creativity and creativeness and focus on the designs providing a style of their own. However, despite offering these artisans liberty to come up with new ideas, the director says it's important to keep sidelines. AKG says. '' When you have such a thing, you got to keep sidelines. They can't just go tinkering around with everything. We do encourage creativeness but it offers to be marketable and what we should ask of them is to judge for themselves if indeed they would be captivated by the look if indeed they say it in a store. ''

The above example is dependant on a family business which differs from regular firms. This firm can be grouped as a creative industry due to the nature of work. The business has a set composition with the director caring for the 14 artisans and working with clients. Because of the group of artisans doing work for the business for more than 30 years, a culture has been place on how jobs are completed. Artisans were appointed due to their skills of creative imagination and with an agreement of freedom to go beyond boundaries and try new things. With that said, goals and aims are predetermined and a basic criterion is set that may fulfil the basic demand of the client. Creativeness is the organizational id for this company which is mirrored in the organizational culture as well. The artisans are able to use their skills without compromising on their imagination. The opportunity to work at their own workshops offers them independence. Hence, this is an organization founded around imagination of the skilful personnel where they are given freedom to come up with new ideas that should go along the story provided by the clients. The added incentive makes the office more competitive that will motivate artisans to create their best are per customers' requirement.

This business depicts an existing creativity culture that was possible because of the identification that was establish when the firm was proven. The organizational culture of this firm is seen as IS procedure of the organizational culture as the culture was made and it centred on the creation of so this means. Here, the meaning was liberty to creativeness for better satisfaction to the employees. This culture of creative imagination opposes the Traditional procedure and Weber's Bureaucracy ideas. Instead of specialising and setting formal regulations, the artisans received the freedom to just work at their workshops and be creative. So, for a culture of creativity to are present, the organizational structure must be versatile and interactive and creativeness needs to be an aspect of the organizational identity.

'The creative is where no-one else has have you been. You must leave the city of your comfort and go into the wilderness of your intuition. What you'll discover will be wonderful. What you'll discover is yourself. ''- Alan Alda.

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