Developing Your Team

Creating A Culture Innovation and Creativity

Marquette Harris

Management Concepts

11/05/2020

Creating a Culture Innovation and Creativity

In this assignment, my innovative choice company is Apple limited. The company/provides hardware products such as the iPhone smartphone, the iPad tablet, the marc personal computer, the iPod moveable media player, and the APPLE television digital media player. Similarly, the company creates software programs such as macOS, iOS, IpadOS, and watch OS. Alternatively. The company provides services such as software repairs for clients.

The employees possess ideal qualities in promoting innovative culture in the company. For instance, the employees know how to improve from failure. At several times, the employees fail in their duties, but they are successful because they know that failure is not fatal. Learning from disappointment supports them in foreseeing future fiascos and attain success faster. The workers clearly understand that failing in one instant can help them win in the future. Alternatively, the employees are modest about their accomplishments (Martins, & Terblanche, 2017). In the team, each single staff member has something reasonable to boast about. It means that each employee works hard to be part and parcel of the company's success. Regarding this, all employees have the company goals and objectives at heart.

Moreover, the employees are very innovative, which is portrayed when they normally look for assistance whenever faced with a challenge. All people cannot be gurus of everything. Nonetheless, great workers are gurus at swiftly attaining the skills vital in their roles. They can recognize who to enquire from, and treasure those who are great at knowledge, and absorb the support for their tactics.

Apple employees have a high capacity for creativity. With respect to this, they thrive by trying new things, which are key to the company's success. This aspect enables them to grow the company and constantly keep improving the products on a daily basis. Alternatively, the employees buck trade and invent effective solutions. The company has not gotten where it is at the moment by observing the status quo (Mueller & Thomas, 2020). The company has the top workers who understand that if they can do something well, they can validate their method and do it.

Moreover, employees take ownership of their work. They know how to take acknowledgement for their triumphs but also how to take reproach when they fail. Undoubtedly, slipups are certainly made, but the good employees own them, leave them, and rise to change from their downfall. They strive for excellence, not perfection, and always arise to work fully engaged, devoted, and prepared to contribute to the success of the company. They have a positive attitude and a strong sense of intense curiosity in their work.

The ideal background and experience needed for the company leaders to foster a culture of creativity and innovation include the vast skills and competencies of the leaders to lead by example and taking the lead on projects. Similarly, the leaders must stay involved and inspire their teams by cooperating with employees in discharging the company duties. Another critical skill and experience a leader must possess are the risk management skills (Shalley & Gilson 2018). Understanding to manage risks professionally can stimulate a company, rather than obstruct, and establishes an invention procedure. A comprehensive risk management inspection can help detect a corporate blind spot. These are areas that inappropriately focused on can result in an invention that can truly lessen general commercial risks by addressing the challenges that have been wasted in the past. Other experiences and leadership skills include; ability to identify opportunities. Identifying new opportunities enables the organization to be innovative in meeting the customer needs in the market.

On the other hand, thinking with a strategic perspective and generating innovative ideas helps to foster a culture of creativity and innovation. In the long run, an ability to put actions first is an ideal background and experience needed for the company leaders. It is ideal in fostering a culture of creativity and innovation because actions speak louder than words.

The most important leadership qualities and characteristics the employee should have in order to be an effective leader includes integrity and accountability. Integrity is important because leadership demands truthfulness and honesty at all times (Walumbwa & Schaerbeek 2019). Having honesty virtue as a leader not only inspires the most straight forward and impartial practice and outcome but also portrays a strong and optimistic illustration to workers in the organization. On the other hand, accountability is important because it increases feelings of competency, increases employee commitment to the work, improves creativity and innovation, as well as higher employee morale and satisfaction with work. Accountable leaders lay a path for workers to follow and are defined as being answerable for accomplishing the company’s objective.

A workplace belief is the joint ethics, beliefs, attitudes, and the established norms that persons in the workplace share. A positive office values foster teamwork, increases staff self-esteem, increases output and productivity, and improves the attention of workers. The ideal organizational culture in our company is an adhocracy-focused notion that is dynamic and risk-taking (Jaskyte 2016). The culture emphasizes on risk-taking, invention, and “doing things fast.” With this type of culture, the association is held together by research, with emphasis on individual inventiveness and autonomy. Alternatively, employees get their chances to spin their balls multiple times when they miss it. Therefore, with this inclusive environment, the culture welcomes all ideas on board, which improves creativity, thus enhancing competitive advantage in the market.

.

References

Jaskyte, K. (2016). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management and Leadership, 15(2), 153-168.

Martins, E. C., & Terblanche, F. (2017). Building an organizational culture that stimulates creativity and innovation. European journal of innovation management.

Mueller, S. L., & Thomas, A. S. (2020). Culture and entrepreneurial potential: A nine country study of locus of control and innovativeness. Journal of business venturing, 16(1), 51-75.

Shalley, C. E., & Gilson, L. L. (2018). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The leadership quarterly, 15(1), 33-53.