Innovation Process in an Organization
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Institution
Innovation Process in an Organization
Innovation is the process through which one thinks and brainstorms about new business ideas. The new business ideas need someone with special traits that enable the smooth running of operations and prevent loss of valuable resources. Innovation takes place as a result of the good coordination of different departments in a company. As long as the management of the enterprise is well networked, the innovation process is accomplished faster than expected. Another critical part of the innovation process is the thinking of ideas. A strong innovation process is determined by how the leader of the project thinks critically. Getting together
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The management looks into how people in the company interact and behave with each other while at work. Through looking into the patterns and levels of interaction among employees in the organization, the management would know the measures to take when implementing the change process. Also, the observation phase is where the management looks into the available physical space and places. Space and place where the innovation is to take place are determined through clear observation. Also, the observation component of design thinking process helps in determining the various available options regarding the change (Johansson, Woodilla & Çetinkaya, 2013). In the due process of implementing my innovation idea, looking at how people respond to any small change in the restaurant would highly help. The intensity with which employees would accommodate the baggage carousel way of serving food would also be noticed through the observation stage. The usual chatting with workers in the organization would also aid the observation process thus assisting in providing the management with vital information that would assist in the change process. Also, the frequent questioning of workers also helps in feedback collection regarding the innovation to be undertaken. After the whole observation process, the management should reflect on what they have seen so as to come up with the best policies to guide the innovation …show more content…
When bringing up changes in an organization, the open communication is the best strategy to be adopted by any organization. Through the open communication strategy, each and every employee in the company gets the whole information regarding any changes to be undertaken. Through the swift flow of communication, operations regarding the innovation process will be done quickly due to the quick diffusion of ideas. The open communication strategy enables the organization’s top management to share all the information regarding a certain issue with all employees of the company. The news shared should be both positive and negative so as to make the workers feel accommodate by the organization’s top leadership. For instance, so as to make my changes succeed in the company, sharing all the information regarding the innovation with the employees would ease the total sum of work to be done at the end (Smith,
Competition exists in most industries, and it is considerably fierce in the restaurant business. This is especially true for the focus of this paper, Panera Bread, and the specific restaurant market it operates within, “Fast Casual”. According to the balance, Fast Casual offers the ease and convenience of fast food but with a more inviting sit-down atmosphere. As evidenced by Panera’s explosive growth since its inception, their execution has helped define the Fast-Casual concept.
Core Competency(ies) of the Company The core competencies of Yum! is its ability to build up its supply chain quickly in new locations leading to above average procurement of packaging, key in the fast food industry. These factors combine to allow locations to hit the ground running and do what Yum! Brands locations do best; providing low cost items to their customer in a quick and timely fashion both domestically and internationally.
Imperative mode of change described in the model indicate the transformation achieved from the leadership authority position, where the change is complaint with the coercive power strategy adapted by the company. According to the McWhinney model, the Emergent solution is a mode of change that can be achieved by the creation and acceptance of a newer idea generated from the change leader individual, or that might have originated from the group involved in the change process. This mode of change bring in necessary changes by enabling social interaction through the alteration of the values held by the critical stakeholders, and the solutions arrived at are positive in nature. Inventive mode of change is one where the change is accepted in the company for the usefulness of a new alternative solution, and the transformation is achieved through the realisation new solution.
Phase 4 is the planning stage. During this phase, the change is fully identified, and the final draft of the plan is developed. Each member of the change process has been assigned their responsibilities. During phase 5, the role of the change agent is identified. Communication, feedback on progress, teamwork and motivation is emphasized in phase 6.
Teams can create solutions to problems in shorter time than individuals can do on their own. A team’s ability to see the solution through its implementation with collaboration is critical for success. This increases quality of a product to negate problems as they occur (Kokemuller, 2010). Communication between team members increase allowing more understanding and ideas to emerge. Relationships are built giving team members a sense of purpose and the ability to communicate more freely.
Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).
ANTH150 Mini Essay 2: Fieldwork Observation Word Count: 734 I conducted my ethnographic observations over the course of a few days. During my fieldwork observation, I recorded observations of customer behaviour, the general layout of the restaurant, culture significance, and décor. Siam Corner is located in Rouse Hill on Resolution Place. While entering, you can immediately feel the intimate environment of the restaurant and sense the sudden shift from the streets of Sydney to a Thai restaurant. It is viewed as an upscale restaurant with excellent service.
Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
Hence, the quality of communication is a critical aspect of successful change (Hayes, 2007). One form of effective communication strategy that PAT should adopt is “Underscore and Explore” which involves two-ways communication. This strategy allows managers to focus on the core issues related to the change. Employees are also given the opportunity to raise their concerns and feedbacks (Campitt, Dekoch and Cashman, 2000). Feedbacks in the form of surveys can be collected from the employees to improve in the change processes (Ford and Ford, 2010; Young and Post,
A Project Leader, as opposed to a manager that manages the team by bending it to fit the project, guides from the front and mainly aims to realise the potential of the team by using skills and resources at his/her disposal to achieve the best from the team (Curlee & Gordon, 2011). The complexity theory is furthermore about accepting chaos in some stages of the project life cycle, but in such a manner that allows the project manager a level of individuality to move a project forward. Hence, complexity is about learning to accept certain unknowns with flexibility and grace. (Curlee & Gordon, 2011). A leader who motivates individuals can assist in creating a controlled hurricane that can conquer complex tasks.
Organizational set up has to be favourable to support new product development. Foremost companies must allocate funds for research and development, the conventional way is the percent of sales technique. Others chose to allow employees dedicate a certain amount of work time on new product development. Companies next have to organize the process of development.
The team members understand that empathy and genuineness to help their clients or patients is the number one priority and because of this, they are willing to help out other teams so that they accept change and not oppose against it. Aside from complexity and change, the healthcare organization should also instill innovation among teams. Innovation such as adapting ideas from other teams so that communication will always be good and
Moreover, the managers should not reprimand the creativity of their employees by imposing them tremendous amount of paper work every time they want to present a new idea. In order, to help your employees to bring new ideas, you have to instore a creative environment where the employees will not be discouraged by the work they have to do just to present a new algorithm for example. The employees should also see the action of the top management as an example of good behaviour. [1] The only way that this change would
3.0 COMMUNICATION BREAKDOWN Communication is the core for everything we do in the workplace. It happens all the time and every day at workplace. Nevertheless, communication breakdown occurs and can affect the organization own its own. This is because communication breakdown does not only occur among the organizational workers but also with the clients of the organization.
To innovate successfully a company should develop and stimulate the culture of innovations. When the clear vision for changes is created it should be communicated to the employees to involve them into the change process. Most people do not like changes. But in every company there are people who can become leaders for innovations. The company management should search such people and develop the company environment to stimulate initiative and reward innovations.