CREATIVITY & INNOVATION

Creativity for Managers

Table Of Content

Introduction1

Question 12

Managerial & Organizational Changes In Light Of Componential Model of Creativity2

Organisational Motivation3

Resources, Training & Development3

Expertise4

Managerial Level Changes4

Importance of Social Factors in Innovation6

Question 26

Role of Leadership6

Roles of Senior Management & Supervisor8

Analyzing CoInnovateCo's Leadership Style9

Question 310

Role of Human Resource Management & Development in Supporting CoInnovateCo's aspirations to creativity and innovation10

Conclusion & Recommendations12

References14

Creativity for Managers

Introduction

Creativity is dependent upon the sustainability of the innovative influx that an organization is able to produce. Each organization has its own set of cultures and management styles. The key to successful innovation lies however, in ensuring and providing a social environment that encourages creative inputs from all stakeholders.

This report highlights the changing culture of CoInnovate Company. It focuses on the key managerial and strategic roles that were adopted to ensure sustainable innovation that could align with the company's long-term vision towards innovativeness. The case study illustrates that as a large organisation with global presence, CoInnovateCo caters to multiple products and services and boasts an asset value in excess of £10bn. Its companies include banking, insurance, construction, mutual funds and leisure resorts. In contrast to the traditional managerial and operational methodology it wishes to bring about a cultural change through innovation. This aim is further supported by the inherent adaptability and stakeholder support towards creativity and innovation. CoInnovateCo achieved this by reinventing its managerial approaches, revising the concepts of creating value for its customers and employees, by adopting methodologies to make the organization more aspiring and through leadership development. It is worth mentioning here that while creativity results in novel and utile ideas pertaining to the business, innovation however, focuses on the effective implementation of the same (Proctor, T. ,2010, Pp.4). Hence, creativity and innovation go hand in hand and can be considered as an integral part of sustainable growth.

Question 1:

What changes to management, organisational attitudes, structures and procedures would need to occur when implementing such a model in an organization that had a more traditional design, more oriented to command and control, rather than innovation and creativity?

Several models are presented that affects the management, organisational attitudes, structures and procedures as they had a more traditional design, more oriented to command and control, rather than innovation and creativity. Among all these models, one can be chosed based on various aspects. Stakeholder expectations, company dynamics and psychological perceptions of the shareholders play a vital role in determining what model and strategy to adapt while encouraging creative innovation in any organization. For managers and for project leaders, understanding the diversity of workplace dimensions is the first step of the success ladder (Amabile, et. al, 1996, Pp. 1154). The CoInnovateCo is one of the exampled company that took several initiatives to empower its employees to innovate on their own. This empowerment resulted in a lesser dependence on external resources and enhanced creativity.

Managerial & Organizational Changes In Light Of Componential Model of Creativity

Amabile (1996, Pp 1154-1156) has listed a host of useful instruments and theories that can help managers in successfully assessing their respective work ...