Building Teams to Success Through Innovation

Management

PROMOTE INNOVATION IN A TEAM ENVIRONMENT

Promoting Innovation in a Team Environment

Promoting Innovation in a Team Environment

Change and innovation forces in the furniture retail business include the digital revolution. The scope of cheaper computing techniques is moving towards implementation of fundamental dimension on companies due to enabling companies and deployment of computational resources where big firms had major entry barriers. Companies in the furniture business across the world have lower operating costs, increased IT capabilities coupled with improvement of business models and creation of better services and products at lower prices. The second driving force is the use of social media within the society. Digital technology is progressively becoming a significant application within different functions of business, society, and life (Ancona & Bresman, 2013).

Furniture business today is becoming inconceivable in the absence of the internet where countless software tools are used in managing modern enterprises. More people are engaged in social media platforms of Facebook and MySpace for communicating each other. This constitutes trends with an extensive momentum with enormous importance. The third driving force is globalization. Globalization continues to draw all nations into one economic system. Social media are fast allowing people to participate in mediated social systems. In the end, each company's strategy aims at addressing globalized markets that increasing populations participate in business and social communities (Mumford, 2011). The approach also transcends national boundaries. The globalization power and impacts are essential for all companies to understand the future and current impacts and trends to the worldwide. Operations develop through globalization strategies while optimizing the learning opportunities based on exposure to different markets across the world while extending the reach into new customers.

Task 2

The organizational objectives are suitable to the business situation. The general manager has the responsibility of steering the organization to meet its' initial objectives. Top management has managed to describe processes of planning, organizing, controlling, and leading through intensification of efforts among organization members through all organizational resources for the achievement of stated goals. The management's job includes the control of organizational diversity and time involved in leading, inspiring, and directing people in the firm. The general manager has established, prioritized, and made sure that the financial objectives are attained (Ancona & Bresman, 2013). The policies establish sustainable frameworks for patterns of work, and communications in their scope of financial responsibility. The communication targets, results, and goals are met by all people working and administering arrangements within the area of responsibility. The general manager can beef up the strategy through monitoring, creating, and ensuring that financial budgets are attained. Training will be a critical factor in relation to achieving the organization's financial objectives.

Individuals play active roles in the definition of their training objectives while attempting to match each element with company objectives (Jordan & Lenschow, 2009). The human resource training focus can be placed on the development of people skills and capabilities in tapping externally and internal information. The empowered persons can turn the financial information into more useful organizational knowledge. Leadership, management change and company values and mission have effect on training. The departments intending to attain sustained competitive advantage can help the employees in raising their skills through receipt of continuous training and learning. The new content is important in ensuring quality improvement for the company's services and products.

Task 3

The General Manager can involve staff to create change-focused culture by monitoring outcomes in different ways. The general manager can also achieve this through employee surveys. Most winners influence annual employee satisfaction, opinion, or engagement surveys. The goal is to present feedback from the workplaces. Such surveys facilitate the tracking of employee engagement and satisfaction. The pulse surveys can be used in measuring feedback and gathering perceptions. Winners frequently solicit the input of employees within survey committees for purposes of identifying actionable steps in improving organizational performance. The second approach is that of in-person feedback (Ancona & Bresman, 2013). Employee feedback forms one of the most valued inputs by winners as it helps in the creation of great workplaces. Winners have a higher frequency in soliciting employees' questions, concerns, and feedback in-person or through one-on-one engagements.

Other approaches include small group meetings, focus groups, department or staff meetings, exit interviews, among other forums. Idea and suggestion programs are other avenues of soliciting input. Winners continue encouraging employees to present individual ideas and suggestions for the improvement of the organization (Jordan & Lenschow, 2009). Online systems and forums offer ideas collection points for suggestions. Other include idea contests, suggestion boxes, among other suggestion program formats that present employees with an ability of submitting ideas and suggestions for changes as deemed appropriate in their respective work areas. The last approach is offering open-door policies. Winners present open-door policies where employees are allowed to present their concerns and inputs to management freely. The policies foster open cultures where employees seek out management to provide feedback, address their concerns, and ask questions.

Task 4

Designed-for-you can use coaching and mentoring strategies in developing change and innovation for significant change periods. Coaching and mentoring involve processes aimed at enabling corporate and individual clients achieve full potential. Coaching as well as mentoring share different similarities that make sense in outlining common things that mentors and coaches irrespective of the services being professional or unpaid philanthropic. The processes facilitate exploration of desires, needs, thought, motivations, and skills while assisting individuals make real and lasting change (Mumford, 2011). It is important to use questioning techniques for purposes of facilitating thought processes and identify actions and solutions rather as compared to taking wholly directive approaches. The support of a given client involves setting appropriate methods and goals in the assessment of progress against the goals. Observation, listening and asking questions allow us to appreciate clientele's situation. Other formulations include the creation of tools and techniques including one-to-one facilitating, training, counseling, and networking. The concepts also encourage commitment to action as well as development of lasting personal change and growth.

The variation maintains unconditional positive respect for clients meaning that coaching permits non-judgmental and supportive influence on the client, views, aspirations, and lifestyle. The process ensures that clients are under the development of personal competencies while, not developing unhealthy dependencies and the process of mentoring or coaching relationships. It is important to evaluate the process outcomes continuously through objective measures in case there is the need to ensure that relationships are successful (Mumford, 2011). The clients achieve the personal goals through encouraging clients to improve competencies while developing developmental alliances where necessary.