From compiling information, theory’s, and models from previous papers and research, I constructed the Stuart model of innovation. This model will incorporate a couple other models such as systems thinking, theory Y model, and some elements from both leadership ethics along with innovation team building. This paper will examine the most basic component of any business or organization, an innovative plan. Because an organization cannot even begin let along become successful without an innovative business plan.
The seven tips from “Making Innovation work” are best used to show the importance of innovation strategies. When making a business plan make sure that innovation is a main part of it (Davila et. al, 2006). Apple is a great example of this rule, they have even said that their job is innovation and “Innovation distinguishes between a leader and a follower” (Steve Jobs). By starting an organization without an integrated innovation plan, over time it will be harder and harder for the organization to stay afloat (Davila et. al, 2006). A successful innovation plan has some key issues that need to be addressed.
Constructing a successful innovative plan for an organization needs to focus on three aspects: problem solving (solution-focused learning), networking (inter/intra-organization networking), and staffing (both employees and management). A key component to having an innovative plan is to know how to deal with problems. Solution-focused learning (SFL) is a “Traditional approaches to problem-solving assume a cause and effect between problems and solutions” (Jackson and McKergow, 2002). The SFL focuses on: diagnosis, research, solution, implementation, and evaluation. By including a SFL into the business plan, the organization wil...
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...the Solutions Focus. In The solutions focus: The simple way to positive change (pp. 2-3). doi:1857882709
Johnson, R. A., Kast, F. E., & Rosenzweig, J. E. (1964). Systems Theory and Management. Management Science, 10(2), 367-384. Retrieved from http://www.jstor.org/stable/2627306
Narayanan, V. K., & O'Connor, G. C. (2010). innovation teams. In Encyclopedia of technology and innovation management. Chichester: Wiley.
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Douglas Mcgregor's motivational theory x theory y. (n.d.). Retrieved November 2012, from http://www.businessballs.com/mcgregor.htm
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Different individuals that are grouped into teams consist an organization. These individuals are unique yet combined to work together and help reach the goals of the organization. In order to achieve this, leaders should know how to guide these teams effectively in order to attain the organization’s success. In this paper, Leading Teams by Polzer (2003), a Harvard Business School reprint, will be reviewed and help determine the criteria for successful teams and the factors needed to ensure teams are structured for success. This paper will also explore the characteristics and structure of successful teams within my organization, BayCare Health System; how independent teams are vital to the success of my organization; the different important
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Teece, D.J. (2010) ‘Business Models, Business Strategy and Innovation’, Long Range Planning, vol.43, issue 2-3, pp.172-194 [Online]. Available at: http://www.sciencedirect.com/science/article/pii/S002463010900051X [Accessed 24th November 2013]
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Innovation has rapidly assumed a position of prominence in world competition on a global scale. To compete in this environment, organizations need a level of innovation. As competition becomes more global and time-based, organizations must develop and deliver new and superior products or services in less time. The challenge for modern organizations is to revitalize them so they can successfully and continuously develop newer products and enhance business development.
Thompson, L. (2011). Making The Team A Guide For Managers. Saddle River, NJ: Prentice Hall.
Davila, Epstein, & Shelton, (2013) describe the Seven Rules of Innovation: utilizing strong leadership on the organization’s innovation strategy, integration of innovation, matching innovation to organizational strategy, aligning good management systems in tension between creativity and value, neutralization of organizational resistance, recognizing the innovative process which involves people and knowledge both internal as well as external, and producing a proper metrics and rewards system.
COGHLAN, D (1994) ‘Managing organizational change through groups and teams,’ Leadership and Organization Development Journal 15(2): 18-23
The book has used peer-reviewed resources to enhance the use of professional approaches to innovation and management strategies by the readers who uses the book. The authors have given different management strategies and their practical application in business fields. As the title states, a strategy in business require innovative strategies for efficient development of the firm. More importantly, the book offers modern innovative ideas that need to be integrated with management strategies to develop modern businesses. The innovative approach provides a practical guide to the management strategies easing the execution of the strategies in the respectful environment. The book has given the strong relationships between innovation and strategies. These relationships are known to increase profitability in business organizations that use them efficiently. It offers how business managers can create successful value through innovation. Value creation in companies is done through examining untapped markets, clients ' needs and investing in new businesses. Therefore, this remarkable book helps readers in innovating and managing business
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009