Paper on Innovative Organizational Strategies: Leadership, People Management, and Structure

Introduction

Organisations have to therefore acknowledge the fact that innovation is the way to go and embrace it. The best way for organisations to facilitate and manage innovation is by engaging various entities in the task.

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The components of an organisation that should promote, facilitate and manages innovation entail leadership of the organisation, management of the people, Management of knowledge, creativity management, and finally organisational structure.

It is well known that many organisations begin as start-ups that are initially simple ideas that employ the above entities of organisations and later onwards grow to become reputable firms.

This is how organisations can employ the above components to facilitate and manage innovation effectively to yield results:

Leadership

Good leadership goes hand in hand with planning. Any organisation looking forward to quality innovation should seek ideas. The organisation can allocate some time to set up a quorum in confinement whereby each and every faculty member interested suggests an idea or two for vetting.

The ideas need not be complicated, they could be simple but very efficient at a task. However, leadership can be inclined towards the facilitation of these brainstormed ideas. This will further boost the morale of skilled employees for they perceive the leader as a facilitator who turns their creative ideas into action.

At this point, the leader will transition from leader as a manager into a leader as a facilitator as seen in Burns and Stalker (1961).

Effective leaders ought to test to get experiences from opportunities and ideas. The organisation can operate on the basis of experimenting with ideas and bringing results to the table for betterment and efficiency.

The organisation in mind can test various things in order to come up with a competitive edge and render the other organisations less competitive as hypothesised by (Bledow, 2011), with the help of their leader’s precise directive on how and when to execute.

People Management

People management in many firms is in the form of Human resource management as is in the organisation. This form of management should work on the fact that employee well-being and their productivity go hand in hand with the innovative means of the company.

The organisation can employ the use of ergonomics and proper working schedules by Human resource management. It is well known that the majority of the innovations are technological in nature and employees in the sector require to be at ease.

The organisation however does not require the employees in innovation to be too comfortable as they will work less hard. There a balance has to be struck in order to come up with properly managed innovation tactics in order to provide optimal results.

Simple tools such as ergonomics can be used, for instance, ergonomic keyboards and dyslexic hardware for the impaired. This in turn causes sustainability of people management as concluded by (Sparrow, 2015).

The organisation could as well educate their employees through training sessions and workshops on how their proposed systems save on resources such as time, manpower in teaming, and even hardware resource management. This in turn helps them see the importance of innovation from a broader and wider perspective having economics in mind as emphasized by (Griggs et al., 2015).

Knowledge Management

Lack of resources is one major problem that innovators across the globe face. This deficiency could at one point in time be due to the fact that there is a mismanagement of resources available.

In order to avert this mishap and lead a more innovative reign, the organisation should keep in mind the fact that proper procurement through Knowledge management is undertaken. Overlooking such details can lead to a degree of frustration whereby available and yet-to-be-acquired hardware and software are either misallocated or overused.

As claimed by (Darroch, 2005), organisations keep up with proper knowledge management and as a result use resources more efficiently and therefore a good performance in terms of innovation owing to the fact that resources exist.

Another critical aspect of the organisation about knowledge management is the fact that the ability of an organization to create and distribute knowledge as well as organising, storing, and utilizing it for its best matters a lot. It is a form of useful data and intellectual property often overlooked but patterns can be derived from it for profitability in innovation as seen in (Nawab et al., 2015).

Creativity Management

Creativity management of the organisation is moreover linked to the generation of new ideas brought up by the organization’s stakeholders.

The creativity of the parties involved in the company should not be taken for granted and that is why it is necessary to come up with a management framework whereby creativity of all kinds is archived and protected by all means.

The organization should consider guiding the individuals to protect their creativity as a form of intellectual property whereby there are set rules is the protection of their intellectual property.

The organisation would incur unforeseen losses that are associated with stolen creativity by other corporations and worse they could protect the stolen intellectual property and bill the creative organization for licensing of the use of creativity.

Therefore (Anderson, 2014) shows how proper management of creativity is key in facilitating and managing innovation in an organization.

Creativity being one aspect of innovation that is less homogenous, its management goes a long way considering its other components such as contributions and responsivity makes its research very dynamic. There are many forms of creativity and this entails types such as arts, sciences, genres, and many others. The organization should therefore find a suitable way to classify creativity for optimized innovation (Unsworth, 2001).

Organizational Structure

As many organizations, there exists many organizational structures be it centralized, integral or formalized. It is however presumed that many of these organizational structures have a significant effect when it comes to innovation (Hao et al., 2012).

An international study however shows the contrary. It is seen from the results that it could be a flawed misconception. This is why in the organization, it is necessary to realise that whatsoever structure that has been proven (Dedahanov et al., 2017), meaning that it has been running for more than a decade, only minor adjustments are necessary so long as the main goal is innovation.

Conclusion

Innovation is seen from the research found to be very wide and dynamic. It is a concept that seeds from a simple idea to a multibillion cooperation and as a matter of fact should not be dismissed. It is the backbone of every start-up, small and medium enterprises, and giant firms.

I urge the organization to take heed of the above analysis apart from the conflicted organizational structure in order to thrive after implementing the above components to optimize innovation.

REFERENCES

DENTI, L. and HEMLIN, S., 2012. LEADERSHIP AND INNOVATION IN ORGANIZATIONS: A SYSTEMATIC REVIEW OF FACTORS THAT MEDIATE OR MODERATE THE RELATIONSHIP. International Journal of Innovation Management, 16(03), p.1240007.

Bledow, D. (2012). EFFECTIVE LEADERSHIP FOR INNOVATION: A TEST OF COMPETING HYPOTHESES. EFFECTIVE LEADERSHIP FOR INNOVATION: A TEST OF COMPETING HYPOTHESES, 5-6. Retrieved 21 September 2020, from.

Bileviciene, T., Bileviciute, E., & Parazinskaite, G. (2015). Innovative Trends in Human Resources Management. ECONOMICS & SOCIOLOGY, 8(4), 94-109. https://doi.org/10.14254/2071-789x.2015/8-4/7

Sparrow, P., Hird, M., & Cooper, C. (2015). Innovation and People Management. Do We Need HR?, 19-53. https://doi.org/10.1057/9781137313775_2

Darroch, J. (2005). Knowledge management, innovation, and firm performance. Journal Of Knowledge Management, 9(3), 101-115. https://doi.org/10.1108/13673270510602809

Nawab, S., Nazir, T., Zahid, M., & Fawad, S. (2015). Knowledge Management, Innovation, and Organizational Performance. International Journal Of Knowledge Engineering-IACSIT, 1(1), 43-48. https://doi.org/10.7763/ijke.2015.v1.7

Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and Creativity in Organizations. Journal Of Management, 40(5), 1297-1333. https://doi.org/10.1177/0149206314527128

Unsworth, K. (2001). Unpacking Creativity. Academy of Management Review, 26(2), 289-297. https://doi.org/10.5465/amr.2001.4378025

Hao, Q., Kasper, H., & Muehlbacher, J. (2012). How does organizational structure influence performance through learning and innovation in Austria and China? Chinese Management Studies, 6(1), 36-52. https://doi.org/10.1108/17506141211213717

Dedahanov, A., Rhee, C., & Yoon, J. (2017). Organizational structure and innovation performance. Career Development International, 22(4), 334-350. https://doi.org/10.1108/cdi-12-2016-0234