The Manager’s Role in Building An Innovative Organization

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The Manager’s Role in Building

An Innovative Organization

Tameisha L. Jenkins




MANAGEMENT MGT/0

Mr. George Arnold

October 1, 00





To summarize the article, “The manager’s role in building an innovative organization”, the author Patrick M. Buhler stresses the thought that it has come to the point that an organization very survival may depend upon whether or not the organization is innovated. But in order for it to be innovated the right culture must exist. Therefore, key management must look at the organization critically to determine when and where innovation should take place. Managers must risk takers. They must be given (my own thoughts here) the “go ahead” by the policy makers (stock holders and board of directors) to start the process of innovation utilizing their respective talents and encouraging and accepting input from employees. All of the above must include customer involvement on an ongoing basis.

The author makes the comparison of “Building an innovative culture” and the key role that managers play in shaping, reinforcing and supporting this new culture. And that the firm (President/CEO, board and stock holders) supports this innovated move. There must be tolerance of risk taking and openness to change. The openness to change is often times reflected in the organization commitment to learning new ideas. Employees must be giving encouragement to raise question and offer their input.

Another management plan is, “the role of structure an innovative organization”.

Here the author indicates that the organizational structure must be able to support an innovative organization, which they can either enhance or destroy. The organization must be given enough slack so that a flexible structure can be built. If an organization is highly bureaucratic it might stifle innovation. Should this be the case the author suggests that a new unit be created that is separate from “the old structure.” He relates this strategy used by General Motors when it developed its Saturn division. He states further that those organizations that are more decentralized and have open communication have more innovative possibilities.

In his final management plan, “Cross-functional teams” he indicates that these types of teams have been able to more effectively integrate people in process across organizational levels. This team made up of the organization’s employees, are from various functional units within the organization. In other words, the various units working with each other rather than the traditional independency. This cross functional team can also spot immediately where a particular customer’s need is to be met.

In comparing these types of managerial plans I believe all are required in building an innovative organization. There must be built innovative culture set forth by the managers and involving employees at the ground level. This provides openness and ownership for this culture and for change. The structure of the organization plays important role in the openness for innovation. Where there is strict bureaucracy it must become flexible. For further success in building an innovative organization the various units must become cross-functional so that customer needs can be easily recognized and built into the organizational changes.

I believe through building an innovative organization and the role that manager’s play that is developed a new environment and social consideration of management planning. The new environment comes via of building the innovative culture and the different relationships that have developed between employees and management where all are working for a common cause for the good of the organization. All involved can declare victory for the organization. Therefore, they are better able to serve customers, better market and sell their product or service and in turn produce a profit for the stockholders. It becomes a win-win situation.





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