Adoption Of Ideas

BMW’s organizational creativity produced a business model focused on excellence and vision. Establishing an enterprising work culture includes various factors to be considered, with BMW focusing on expecting their employees to think in entrepreneurial terms, self managed, and inventive ways which benefit all involved. The company demanded that this type of creativity in an organization could foster a working side by side approach that produced a rebranding of mindset in the quality of open door communication in its corporate culture. Until the new system was implemented, employees were paid whether they worked or not, but using the new organic culture, employees earned vacation time for working longer hours. The pay off of this system produced workers who had tendencies of being more consistent in their learned behavior because of this reward system. (Hellriegel, D., & Slocum, J. W., Jr. 2010).

Similarly, manager should align rewards with corporate goals and should be based on the intrinsic or extrinsic needs of the employee (Salie & Schlechter,2012). These actions on the employee behalf encourages the Seagram value of innovation. Furthermore, this value compares to the third step of the effective change model of “foster consensus for the new vision, competence to enact it, and cohesion to move it along.” Moreover, this step supports the employee that is doing well and conversely for those that are not conforming to change, outplacement should be an option” (Jick & Peiperl,

Once completing the quiz “What’s the Right Organisational Culture for Me?”(Robbins, DeCenzo, Coulter & Woods, p. 46), I found that my personal score of 24 placed me in this more humanistic style of organisational culture. According to Robbins et al (2016, p. 46), scores more than 22 “indicate a preference for informal, humanistic, flexible and innovative cultures”. The quiz itself looked into the seven main pinpoint of organisational culture; “innovation and risk-taking, attention to detail, outcome orientation, people orientation, aggressiveness and stability.” I think that organisational culture is integral to the businesses productivity because of its ability to reflect communal shared values, principles, traditions, and practices that influence the way an organisation’s employees and other members conduct themselves.

It is known that when an organization is undergoing a significant change, the ability for employee’s innovation and creativity is also paramount to the organizational success. In fact, when attributed ethically and effectively innovation detracts alienation and inter-group hostility (West & Altink, 1996). Therefore, to assist the manufacturing

Companies are adopting more to ICT, Information Communication Technology. ICT is not just doing the same old stuff the same old way. It’s taken the same old stuff and making it more efficient by making it different through process innovation or doing new things through product innovation. ICT adoption brings on innovation and change. What inspires organizations to adopt these changes? Changes are adopted on the basis that some organizational expected innovations that would make their organization more advances in order to meet the changes in technology. The successful implementation of technology brings about organizational and behavioral changes. An organizational change views ICT implementation as a process involving technical change

Being an innovator sometimes means that you have to stand on your own. While setting the tone for others who have become the master of their field, once can face great barriers. Content employees use language such as “this is the way we have always done things”. They are quick to shoot down the ideas of an innovator with terms such as “they are not going to listen to us”. However, it is Barry’s belief that a well thought out plan and presentation to save money and time thus being effective and efficient will open the ears to upper

Complacency, acceptance of new ideas, poor communication and implementation of change within the department were captured as areas of opportunity. PEC focus groups shared concerns that management does not promote innovative thinking and many times individuals feel the adage of “this is the way we have always done it” only promotes the feeling of comfort and inhibits the opportunity for growth. This feeling of comfort sometimes impedes the department from finding more efficient means and promotes complacency with a status quo mentality. Subsequently, a cycle of complacent mentality is being passed to new employees within the department. Finally, employees mentioned when change is implemented, training is not sufficient and individuals are left to figure out on their own and resultant in not obtaining the full benefit intended. Personnel are left to rely on what is comfortable or simply not changing current practices.

As a result of the success these practices have realized, employees tend to embrace them and reject any changes that do not conform to what they consider the way they have always done things. Employees usually become conditioned to the idea that the activities and procedures of the past will continue to be fruitful in future. As a result, they may reject new development and advancements that they feel would threaten their value system.

As a manager you deciding whether to make an innovative change within the workplace you must first ask yourself these important questions: 1. what is needed? 2. does the organisation currently have sufficient and suitable resources? 3. is external expertise required? 4. what consultative processes might be required? 5. how can resources and support be improved? 6. do staff know how to access or utilise resources? 7. is the environment conducive to the develop ideas and cope with change? 8. do employees know how important innovation and continuous improvement are? 9. do staff have the necessary skills to develop ideas and cope with change? 10. do staff feel safe enough to contribute toward innovation?

Managers must create an organizational setting in which people are encouraged to be innovative. Typically innovation takes place in small groups or teams; management decentralizes control of work activities to team members and creates an organizational culture that rewards risk taking. Based in Las Vegas, this location was not the most cost efficient locale, however it proved to be a wise decision. Relationships among Zappos’ employees became deeper, as they worked together, played together and sometimes lived together (McDonald, 2011, p. 128).

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

As Albert Einstein said, “If you always do what you always did, you will always get what you always got.” This quote is applicable for organisation and fully underpins the value of having a culture of innovation in order to meet short, medium and long term objectives.

Organizational culture: Assumptions that define the organizational goals and products create a powerful restraint on change, especially technological change.

o May hamper employees drive to innovate and be creative if implementation is not done correctly.

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.