Creative Abrasion, Creativity, Product and Process Innovation

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This paper is going to give pertaining to creative abrasion, creativity, product and process innovation as related to organization’s manager. Results in a business organization depend on the intensity of work done by the workers of the business. The intensity of work performed by the workers depends on the management system in the company/business. The management of the business is planned, assessed and executed under the direction and controlled by the business or organization manager. For business result, the manager has to get information from different departments of the organization under their assessment and research carried out by the departmental managers on what are the factors that determine the organization result (Dhillon, Stahl, & Baskerville, 2009). The solution on how to improve the results of the organization would then be created depending on those factors. For better results to be produced by any given business, must be worked upon by all the organization’s employees. Unlike results which are determined by only intensity of employees’ work, creativity in an organization exists in three parts of an organization’s cultural existence. They include; product creativity, technology creativity and marketing creativity.

On the other hand, creativity in business is the generation of ne ideas based on the development in technology and converts these ideas into economic/production activities in the organization (Amidon, 2008). With creativity, it is encouraged and applied in organizations so as to enhance the future product production of the organization. At the same time, the things that are used to develop and encourage creativity in an organization are different from those used to enhance the results in an organization. As a manager, he/she plays a major role in developing the level of creativity in an organization. Things that enhance the level of creativity in an organization include;

(i) The skills and knowledge of the employees of an organization (Dhillon, Stahl, & Baskerville, 2009).

(ii) The level of competence that exists between the junior workers and the senior employees of the organization (Culture of commercialization).

(iii) The level of technology of the organization.

(iv) The management system of the organization and the means they use to enhance the creativity in the organization.

In a case where the employees are managed to execute a creativity project, the plan would have to be a long-term result aiming unlike in the case where the management aims at improving daily results of the organization. In the case of improving daily result the action has to be taken faster and this must be implemented simultaneously by the workers of the organization. On the other hand, creativity has to be implemented depending on the organization’s culture of commercialization which is majorly determined by the manager as a role model to others.

Creative abrasion in business is the creating of a culture where ideas are challenged and changed into new “intersections” and are constantly executed by all employees of an organization. The manager of an organization plays a major role in ensuring that the culture created in an organization really gives room for the creative abrasion. The only thing that a manager of a business organization can do to enhance creative abrasion is by team work and creates a friendly and competitive environment for other employees (Amidon, 2008). At the same time, a manager who wishes to give room for the creative abrasion within a company should avoid fear of any drawbacks that might affect the production of the organization. This is because it is from those drawbacks that the creative abrasion of an organization is developed from.

A manager who has thoughts of ensuring that the diverse team works well in his/her organization must employ simple techniques. The first and fore most technique is the development of the organization’s technology. The level of technology of the organization determines a lot the creative abrasion of the organization. The main reason is that most of the challenges that organizations face are competition and productivity and creative abrasion can only be developed by technology. The other technique that the manager should use to encourage team work is through fair rewards to hard working and creative teams in an organization. On the other hand, in the past, creative abrasion was achieved through strict monitoring of the employees in an organization to ensure they are creating a culture that gives rook for creative abrasion in the organization.

I do conquer with the argument that says product and process innovations have much smaller impacts on the bottom line than do management innovations. The fact is that the product and process innovation are dependant to each other. The process innovation determines the type, nature and quality of the product produced by an organization. On the other hand, product innovation would determine the process innovation that would be employed in an organization (Dhillon, Stahl, & Baskerville, 2009). These two innovations really have smaller and thin bottom line that the management innovation do. This is so because; management innovation which relies greatly on the organization’s manager determines the efficiency and effectiveness of the other innovation types to attain their intended roles in the organization. An example of management innovation that worked is the use of technology to improve the quality of an organization’s product. It worked out since the improvement of the organization’s product lead to the improvement of the product sales.

References:

Dhillon, G, Stahl, B, C & Baskerville, R (2009) Information Systems, Creativity and Innovation in Small and Medium-Sized Enterprises: IFIP WG 8. 2 International Conference, CreativeSME 2009, Guimaraes, Portugal, June 21-24, 2009, Proceedings, Volume 301 of IFIP International Federation for Information Processing, Volume 301 of IFIP Advances in Information and Communication Technology Series, International Federation for Information Processing, New York, Springer.

Amidon, D. (2008), The Innovation SuperHighway, Butterworth-Heinemann, New York.