Creating The Motive For Ideas And Innovation

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Organizational culture is an idea in the field of Organizational studies. A culture is derived through the individual experiences, attitudes, shared values or common perceptions that are held by each member of an organization.  Organizational culture affects such outcomes as productivity, performance, commitment, self confidence, and ethical behavior.  Within the auto industry, Bavarian Motor Works, or BMW recently chose to create a paradigm shift from a divisional style of leadership to an organic business. A value system has evolved within the

Organizational culture, if appropriate, can be an intangible asset but it can also be a liability for a business if it is not checked and cultivated carefully. This is so because

Employees are a major source of innovation and new ideas that have organizations. Above all, the factor that makes it so interesting is the fact that the generation of new ideas is produced internally, making it easy to process of innovation as long as the company counts with the channels and means to enhance and channel the creativity of its workforce (Gumusluoglu&Ilsev, 2009, pp. 461-73). That is why it is so necessary to adopt techniques and procedures aimed at channeling such creativity.

The environment of an individual including culture of the company, management style, level of stress at work, etc…are also very important factors.

create a growth culture important and what are the keys to being an innovative organization? Please explain each.

A strong culture is important to today’s organizations in a fast pace environment affected by a diverse internal workforce (Baker, 2002 p. 4). Schein (as cited in Baker, 2002) defined organizational culture as an arrangement of shared beliefs that the group learned through problem solving, and adapting to internal and external environments (p.4). Culture is not only a means of bettering internal coordination, but is important in facilitating environmental adaptation (Baker, 2002 p. 4).

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

Innovation is an important tool in all companies and organizations. It helps them to create new products or change their current products in a way that brings them huge competitive advantage. It changes how the products are created and delivered and the risks that are undertaken to deliver the products. Regular and focused innovation is thus extremely important in the survival of organizations as is evidenced in the history of many of the successful organizations(Shane & Ulrich, 2004). In the IT sector, innovation is extremely important and is even known to be a priority. Various government agencies as well as private sector companies have stated that lack of innovation is a huge risk to the future of the organization and should be avoided at all costs. These sentiments are shared across the governments of Australia, UK, Canada, US, India and South Africa. This is to show that the importance of innovation cuts across all continents and countries(Bessant & Tidd, 2011).

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

The culture that the executives wished to maintain is one of big ideas, large thinking, and a strong emphasis on creativity. It is one that opposes bureaucracy and rigidity without cause, and despises formality without passion. And it is one that strives to stay relevant, fresh,

A strong organizational culture provides both the company and its employees with direction and stability. The culture within an organization can be powerful enough to effect employee attitude and behavior as well as performance and turnover ratio. According to many scientific studies, there are seven primary characteristics used to define the culture of an organization: innovation and risk taking, outcome orientation, people orientation, team orientation, aggressiveness and stability.

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the

Effective leaders need to be creative and innovative. Effective leaders need to understand that the blood of the organization which they are leading lays innovation and creativity (Swid, 2015). Creation of new ideas can result in programs which are superior to the already planned or established plans. The responsibility of the leadership is to engage appropriate people in the right times, to the appropriate degree but in creative manner. Employee creativity is also enhanced by leaders who are inspirational. Any business

While processing and managing innovation, the particular innovated spirits and substance of a company, including innovated values, beliefs, norms, company’s structure and working environment, is fostered and advanced. According to Margaret Rouse (2015), innovative culture cultivated by a company’s leader “generally subscribe to the belief that innovation is not the province of top leadership but can come from anyone in the organization.”