Innovation and Basic Tolerance:
HR Manager's Strategic Engagement


By

Prof. Dileep Kumar M.
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune
 


Rationale

Innovative culture is the environment that attracts awesome people and enables them to thrive and perform at their best. Leaders of successful, high-growth companies understand that innovation is what drives growth, and innovation is achieved by awesome people with a shared relentless growth attitude and shared passion for problem solving and for turning ideas into realities. How far the organisation motivate employees to experiment themselves with their new ideas and make them feel the ownership of the outcome that determine the culture of innovation. Basic requirement for an innovative and tolerance culture is the better understanding of the needs of the organisation and the need of the employees at work. Employees need for information and expectations to be well addressed by the management. Where there is timely feed back to their contribution that in accordance with the expectations of employees there is the possibility for better interaction between the management and the workers. A culture of high performance requires a value system of mutual understanding and the belief in basic tolerance.

Objectives

Innovation is a learning process, the product of which is new applied knowledge. Without innovation, new products, new services, and new ways of doing business would never emerge, and most organizations would be forever stuck doing the same old things the same old way. To sustain the business growth an innovative culture is a kea component.

Who should initiate to develop a culture of innovation?

Management should take initiative to follow value-based leadership that develops trust and confidence upon employees and employers within the organisation. The y should make an effort to initiate transformational style of leadership.

What should do?

Organizational innovations in all cases require commitment and cooperation from management, supervisors and employees. Establishing the culture of innovation requires a broad and sustained effort. Management should encourage such a value system where organisational members can experiment their new ideas and suggestions. Where there is more freedom and autonomy in their performance members will be more motivated to work for their organisation. The member's feeling of attachment can be enhanced if there is better opportunity for initiatives. To be more proficient in pursuing and achieving objectives, managers should be open to new ideas, insights, and revelations that can lead to better ways to accomplishing goals. The management should take initiatives to celibate the success of experimentation of innovative ideas, suggestions and efforts. Failures of on experimentation should be considered as a natural by product of innovation effort. No punitive measure shall be taken against members. Managers should reciprocate with increased responsiveness and supportiveness. Management should establish member's career growth, innovation-support and practice. They should spent adequate time to share their innovative ideas and encourage them to implement them with confidence. Here the hierarchical obstacles and blockades should not come into picture. Managers should encourage legitimacy, resource and acceptance to the follow workers. It's not enough to wait for others to act; each manager must accept responsibility to initiate the process of innovation. Such mental revolution on the part of management can ensure better behavioural adjustment among organisational members.

HR manager's Strategic Engagement

The above discussion clearly pointed out the importance of basic tolerance and an innovation culture to develop competitive and performance based organisational environment. How far the organisation motivate employees to experiment themselves with their new ideas and make them feel the ownership of the outcome that determine the culture of empowerment. A culture of high performance requires a value system of mutual understanding and the belief in basic tolerance. Some of the conscious effort HR managers have to take to develop a culture of innovation and tolerance is incorporated below.

1. Understand worker potential and skill to perform different task.
2. Take interest among workers who are good in performance.
3. Encourage new ideas and suggestions of employees.
4. Let the workers to experiment their new ideas and techniques.
5. Give training to employees those who are below par level.
6. Encourage cooperative endeavor to implement tasks.
7. Follow the principle of give respect and take respect.
8. Extent authority to members in their task performance.
9. Permit subordinate to modify or redesign the task for improvement.
10. Reciprocate with increased responsiveness and supportiveness.
11. Encourage negotiating attitude and self worth to develop empowerment climate
12. Associate rewards to individuals genuine ideas and suggestions
13. Entertain cross-functional teams having multi skill.
14. Give legitimacy, resource and acceptance to fellow workers.
15. Support employees in their failures and should consider it as a part of innovation.
16. Transparency in the accountability of the evaluation of new ideas and suggestion
17. Use continuous feed back and surveys about the employee's attitude towards creative contributions and the reward associated with it.
18. Make employees responsible towards work by taking the ownership of new idea's implementation
19. Put the innovative ideas to debates and discussions to make employees to think more and develop better strategies.
20. Encourage group task performance than individual ones.
21. Establish carrier growth through innovation and practice.
22. Spent time inn developing skill and creative thinking among workers.
23. Investigate all proposals that have element of improvement.
24. Begin innovation spirit even from induction stage of new comers.
25. Eliminate the hierarchical obstacles blockades to experiment new ideas
26. Communicate effectively the change expected by the organization for timely innovation.
27. Make ensue the support of top management in the experimentation of new ideas.
28. Celebrate the success experimentation of innovative ideas, suggestions and outcomes.
29. Make members aware of customers needs and wants to think and act according to their expectation creatively.
30. Attitudinal revolution on the part of top management to develop a value system of basic tolerance.

Conclusion

 The culture of an organization is the inherent value system by which the members of the organization judge how to view their interaction with each other and with their organizational environment. A Standardized human relation policy is important segments of the culture of an organization. They are ingredients of the factors or the "dimensions" of the organization's culture that attempt to adapt the organization to its external environment and the members to the internal order of the organization. A strategic change in the human attitude can bring wonders to the organisation. The resultant byproduct of basic tolerance attitude is an high performance culture with high productivity.

Reference

1. John, W. O'neill., Laura, L. Beauvais., Richard, W. Scholl (2001) 'The Use of Organizational Culture and Structure to Guide Strategic Behavior:  An Information Processing Perspective', The Journal of Behavioral and Applied Management – Winter

2. Kahan, R. and Katz, D. (1960) 'Leadership Practices in relation to productivity and morale' D. Cartwright and A. Zander (eds.), Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY0: Row, Paterson.)

3. Keller, Tiffany. & Fred Danasereau.  (1995), ' Leadership and Empowerment, Human Relations, Vol. 48, No.2, P: 127-146.

4. Simmons (1993) "Creating a new leadership initiative', Management Development Review, Vol.6, p-5. Review, Jan- Feb, P: 20-31.

5. Skinner (1956), ' Some Issues Concerning the Control of Human Behaviour: A Symposium', Science November 30, P: 1057.

6. Trice, H.M. and Beyer, J.M. (1993), 'The Cultures Of Work Organisations' Englewood Cliffs NJ: Printice Hall.

7. Wyatt Company (1993). "Best practices in corporate restructuring", Wyatt's 1993 survey of corporate restructuring /spring  – Vol. 2(2) Page 131.
 


Prof. Dileep Kumar M.
Ex-Professor
Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS
Pune
 

Source: E-mail April 28, 2006

     

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