New Methods Of Managing And Communication

What are creativity, innovation, and design, and how are these concepts important to meeting the objectives of an organization? To understand these concepts they must first be defined. Webster’s dictionary (http://www.merriam-webster.com) defines creativity as the “Ability to produce something new through imaginative skill, whether a new solution to a problem, a new method or device, or a new artistic objects or form. The term generally refers to a richness of ideas and originality of thinking. Psychological studies of highly creative people have shown that many have a strong interest in apparent disorder, contradiction, and imbalance, which seem to be perceived as challenges. Such individuals may possess an

Transformational leaders have the ability to take diverse talents and viewpoints in any organization and meld them together into a cohesive, focused and highly effective force to accomplish challenging goals and objectives. The intent of this analysis is to evaluate theories of innovation and change from a leadership perspective in the first section, followed by an analysis of experiences, and finally a self-assessment of leadership skills.

This short documentary reinforces the idea that fantastic solutions can be produced under very difficult constraints when the designers have a

Transforming an organization is not just an ingenuous change in direction, it requires the leadership’s acknowledgment of organizational derailment with a strategy for positive change. Pryor, Humpreys, and Taneja (2011) analyzed the transformation of a Texas organization that encompassed dynamic changes of strategic transformation in action. The transformation began with the Corporate Headquarters acknowledging the significant negative numbers of the Texas Plant. The Texas Plant had substantial differences as compared to its sister plant. Their conversion rates and production speed drove the costs of the Texas Plant to closure consideration. Moreover, the Texas Plant’s character of leadership discouraged recommendations for

Another challenge to effective communication is part time employment. Waiting for a response to something urgent, when the person concerned is not back at work for 2 days is frustrating. It also means effective handover periods and staff communication is essential.

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

In 1949 Harvey J Earl of General Motors pioneered ‘Planned Obsolescence’. He realised that by adding fashionable products when new trends come in older products would be discarded in favour of the latest fashion.

When dealing with transformation in an industry, there is no one way of doing the change. However, there are certain steps that have been proven to succeed in changing the organization culture. WOW Surround Company has established the business for eight years in the custom designed home entertainment industry, there is no reason why the industry should not have succeeded in the new sites. Aligning employee’s vision, standards, and expectations to the major change will help the teams be efficient. Erasing of the silo thinking and putting the customers needs first will make the organization be more valuable to future sales and competitors.

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Change in a business is inevitable and typically only the strongest thrive. With a fluctuating economy and constant technological advancements, organizations are expected to adapt in order to survive. When a business is posed with an issue or change, it must develop new business and strategy structures and implements those developments throughout the entire company. Communication, education and participation are all required for a change model to be successful. Though change and adaptation may be needed to better the company, with implementation of change comes resistance. Most companies face resistance on an organizational and individual level during a transition. However, it is how the company is able to overcome

'Out of a thousand unconventional ideas, probably only a hundred are worth experimenting with. And out of those one hundred, only 10 have the power to transform a business(Hryniuk, 2001).' Literally, 'revolutions seldom succeed(D'Aveni, 2002)'. The whole article equips us with the thought that revolution is essential and vital for companies. Revolution could be profitable. However, chasing revolution leads incumbents to another convention which exactly is to seek revolution itself. Sometimes and usually, the first brave man to break with conventions challenges

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Goggin and Mitchell (2010) states that “Comparing the various definitions of innovation, it can be seen that there are several common elements what is changed (such as product or process changes); how much is changed (whether it is completely new or only perceived as such); the source of the change (sometimes technology); the influence of the change (for example, its social or commercial value)”

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

The word “revolution” indicates a change of direction and this implies dealing with the question of momentum. Momentum carries an organisation forward in a direction and must be halted or diverted to achieve radical change. (Miller and Friesen, 1980) studied 24 structural and strategy making variables over time and found that organisations tend to have significant inertia when it comes to changing direction. They found that once a strong momentum is in place, this momentum tends to carry forward in the same direction until it is interrupted. This phenomenon is equally true for companies with an entrepreneurial culture, which become excessive in their entrepreneurial drive or companies which bureaucratic and become increasingly rigid and risk averse. This momentum could be either functional or dysfunctional but in either case, a revolutionary change is required to generate the necessary energy to displace the momentum towards a new direction. It is also important to note that revolutionary change is not a predictor of success. In some cases it can help re-invigorate a failing organisation but there is evidence to suggest that it can also disrupt an otherwise functioning and successful organisation.