Bsbinn502 Build And Sustain An Assessment Answers

Question 1
Explain the concept of innovation and why it is necessary for organisations to practice innovation in today’s world of work. 
Question 2
Explain the context for innovation in the workplace by identifying what context relates to. Provide at least 10 examples.
Question 3
Describe the factors and tools that can be used to motivate individuals to use creative thinking and apply innovative work practices. Provide at least three examples.
Question 4
Explain the legislative framework that needs to come under consideration when deciding whether or not to go ahead with an innovative idea/ proposal. 
Question 5
Explain how a command and control approach to management and leadership can hinder innovation. 
Question 6
Describe typical barriers to innovation with teams and organisations. Provide at least five examples of barriers.

Project 1
Do not neglect the old for the new. The existing business must not lose priority simply because an innovative idea has been suggested. Successful innovation requires support from the existing business in terms of finance and other resources. However, when assessing risk, you must take into consideration the impact the new activities are likely to have on the existing activities. One aspect of risk assessment should involve determining whether the new ideas/ improvements or innovations will prevent the already successful operations from continuing to operate at the currently accepted level.
Choose an organisation you are familiar with. This might be an organisation you work for or you might need to conduct research into another organisation. Answer the following questions in relation to your chosen organisation, explaining and giving verifiable reasons for your answers:
1.Do you consider that the organisation is prepared to take risks in order to succeed?
2.Why is the concept of risk essential to change, innovation and the marketplace success of organisations?
3.What is the organisation’s attitude toward failure, mistakes and/or lack of success at the organisational level and the personal or individual level?
4.How does this make employees feel with regard to making suggestions, proposing new ideas or attempting to develop new products, services or markets?
5.How do you think mistakes should be viewed, if the organisation is to proactively support innovation and change?
6.How can frontline managers encourage and support employees so that they contribute new and innovative ideas?
7.What kinds of work conditions and procedures are in place or should be in place to support innovation?
8.What barriers to innovation exist within the organisation?
9.How can managers lead by example when it comes to innovation?
10.What training or learning opportunities might be provided so that employees can develop appropriate innovation skills?
11.Why do you think managers should regularly evaluate their own approaches for consistency with the wider organisational or project context?
12.How does the organisation’s physical environment support innovation? How might it need to be changed?
13.Outline any legislative framework that impacts on operations in the relevant workplace context.

Answer:

Introduction:

• Creating a creative environment at the site of work.
• Encouraging creativity through rewarding creativity and innovative ideas.
• Allowing different viewpoints among employees in the place of work.
• Hiring and recruiting the best talent in the place of work.
• Creating structures in the workplace that can foster innovation.
• Learning from failures of other companies and coming up with solutions they missed out.
• Starting programs in the workplace for encouraging innovation for example brainstorming sessions.
• Creating a culture of innovation by allowing employees to work in groups.
• Giving a clear picture of the workplace goals and objectives and leaving the performance and decisions for teams to figure out ways of achieving the goals.
• Providing employees with the resources they need to implement ideas and granting them the freedom to carry it to the end.

Command and control make the employees of the organization remain robots and tools through which the leadership and the management of the company perform their work. In the long run, the leadership style can cause drastic effects on the firm’s ability to be creative and innovative and even kill the little innovations that would be coming up (Drucker & Maciariello, 2008). That principle holds the old assumption that the leader has all the answers and he is the one who knows better. Also, it holds the belief that all leaders must know the destination and the path to that destiny which are wrong. When employees receive or get information that is critical to the success of the company, they cannot be free to share it or even when they have a solution to a problem they will be silent. Such a scenario undermines the ability of employees to contributing to the welfare of the organization.

Innovation has its barriers, some of them are avoidable while some cannot be avoidable. The examples include fear where employees and workers fear failing or being blamed if the idea never worked (Sandberg & Aarikka-Stenroos, 2014). Also, there is the lack of good leadership, when the leader is bad and never allows his/her employees to make mistakes or gives them the freedom to try their thoughts then they can never be creative. Also, there is the lack of resources where the employees are not given the necessary support and resources to implement their ideas. Additionally, the culture of uniformity which forces employees to repeat the same thing over and over without trying new ways (Coad, Pellegrino & Savona, 2016). Also, there is resistance to change by the organizations where they refuse to allow change or assume risk in trying a new idea or solution. Most of the barriers revolve around fear of changing and breaking out of the norm by the management and the employees because of the existing cultures that do not promote creativity and innovation.

References

Bain, D., & Kleinknecht, A. (Eds.). (2016). New concepts in innovation output measurement. New York: Springer.

Berry, F. S., & Berry, W. D. (2018). Innovation and Diusion Models in Policy Research. In Theories of the policy process (pp. 263-308). Routledge.

Durant, R. F. (2017). Environmental governance reconsidered: challenges, choices, and opportunities. Cambridge, Massachusetts: MIT Press.

Leswing, K. (2016, July 21). Apple is about to take a huge risk with its new iPhone strategy. Retrieved from https://www.businessinsider.com/apple-taking-huge-risk-with-new-iphone-strategy-2016-7?IR=T

Vila, L. E., Perez, P. J., & Coll-Serrano, V. (2014). Innovation at the workplace: Do professional competencies matter? Journal of Business Research, 67(5), 752-757.