Organization, organization, innovation

Organization can hamper or promote creativity and innovation. The problem with planning is, however, that it is caused by many factors, including history, organic growth, policy, operational design, product diversity, transport, marketing, customer, supplier and so on. Therefore, what managers need are not recipes for final organizational changes, but insights into features enhancing structures that can be adapted to existing structures.

To begin, it is useful to analyze the proposed structures against what is not so desirable. There are many definitions of types of organization, but one example is:

a) Mechanical engineering (generally not chosen) – involves central control and power, clearly defined task, vertical communication circle, obedience to supervisors, rigidity and rigidity.

b) Organic structures (commonly chosen) – Power-density, tasks defined lightly, horizontal communication, greater individual power, flexible, adaptability.

Experience shows that the above can be misleading. For example, flat agencies are generally chosen and non-traditional ones are not chosen, although even flat agencies are actually incremental.

Important, if we have a mechanical structure, what factors allow us to move in the right direction without total changes?

Some answers are:

a) Direct communication with decisions.

b) Communication and flow of information between departments.

c) Successful advances from conceptual solutions to product development in marketing.

d) Creative team operating outside of the affiliated organization, where culture, processes, etc. are spread into the existing structure.

These and other issues are discussed in detail in the MBA thesis on creativity and innovation management that can be purchased (along with creativity and innovation DIY review, ideology and power point presentation) from http: //www.managing-

Kal Bishop, MBA

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