Innovation Oriented Culture In Public Sector Essay

Question:

Discuss about the Innovation Oriented Culture in Public Sector.

Answer:

Introduction:

In the article, author explained that corporate culture is an integral part of any organization. One of the key learning from the article is that corporate culture depends a lot on leadership skills and attributes. It is never easy to change the corporate culture and it requires strong leadership at top to change the corporate culture. The cultural web model is a very powerful model to change the corporate culture (Zheng & Wang, 2010). I believe that this model is a powerful model as it focuses on both internal and external stakeholders through its six elements of power, structure, rituals, symbols, control systems, and myths. The model is particularly useful because a plan can be developed to change the constituent parts for each element or combination of elements. Naranjo-Valencia (2011) highlighted that this model is particularly useful for the organizations that wish to change their organizational culture. The advantages or the benefits of using are that the typology type requires the least thinking by the leadership team and the descriptive type the most (Wynen & Verhoest, 2014). It is important that the leaders must realize their responsibility and accountability while bringing any cultural changes in the organization. It is never easy to bring any cultural change in the organization and the leaders must be aware of this fact.

The learning from this article is useful for the organizations that want to bring the cultural change in the organizations. Lets take the example of Dell Inc. It can be said that Dell Inc. was the first company that realized the importance of customized products like customized laptop for consumers. The senior management and leaders of Dell Inc. was ready to bring the cultural change in the organizations (Hartnell & Ou, 2011). As a result, the leaders transformed the culture of Dell Inc. to flexible culture. The cultural web model suggests that the cultural change in the organizations should tickle down from senior management to low level employees. It is critical that the senior leaders should cascade the information to mid level management that should further cascade the information to low-level employees. The application of cultural web model would also suggest that Dell Inc. must analyze various internal and external parameters while bringing any cultural change in the organization (Enkel & Bader, 2013).

(Holacracy) : Key Learning

In the article, author presented the case of the organization without any bosses. Author explained that any successful organization is always dependent on people. A successful and a competitive organization is one, which has capable employees (Chen & Huang, 2010). Therefore, it would make sense to give complete power in the hands of employees. The key learning from this article is that the absence of any autocratic leadership brings innovation in the employees. In the article, author gave the example of Twitter and highlighted that innovation can be established as a culture in the organization only when people are free to think. It can happen only when there is no one to monitor employees in a micro way. In the article, author also highlighted that holacracy advocates argue that centralization of power suffocates innovation (Ferenstein, 2014). For contemporary business organization, the focus should be on innovation and not on holacracy. It would ensure that employees are able to think out of the box. It is also important that the innovation should be established as the core competency of the organizations. The innovation from the people or the employees should eventually help organizations to establish a strong position in the market.

The learning from this activity could be applied to wide variety of organizations. Let’s apply the learning to the case of Apple Inc. It is a known fact that Apple is one of the most innovative companies in the world. This has been possible only with the focus on innovative culture and the freedom given to employees. At Apple Inc. employees are considered as the biggest asset of organizations (Menguc & Auh, 2010). Employees are encouraged to think out of the box and come up with new ideas and solutions for the existing business problems. It ensures that Apple is able to launch new products in the market that are unique and appreciated by consumers. Apple Inc. can continue on its path of innovation and creativity only when it continues to give absolute freedom to its employees. It is important that employees should be further motivated to think out of the box. It can happen only when Apple does not micromanage its employees. It is important that the leaders and managers should focus to play a role of mentor rather than a traditional manager (Bernstein & Bunch, 2016). The approach of mentor would ensure that there is no transactional relationship between management and employees.

Conclusion

The above paper discusses the two activities of Week 3 and Week 4. The week 3 activity about the cultural web model is a very powerful model that is used to change the corporate culture of the organizations. The week 4 activity discusses holacracy that is a new form of organizational structure in which there is no boss and the employees are encouraged to manage themselves. This organizational structure brings innovation among employees as they are motivated to think out of the box.

References

Bernstein, E., Bunch, J., Canner, N. and Lee, M., 2016. Beyond the Holacracy Hype. Harvard Business Review.

Change Factory. 2017. Retrieved form:

Chen, C.J., Huang, J.W. and Hsiao, Y.C., 2010. Knowledge management and innovativeness: The role of organizational climate and structure. International Journal of Manpower, 31(8), pp.848-870.

Enkel, E. and Bader, K., 2013. How to Balance Open and Closed Innovation: Strategy and Culture as Influencing Factors. Open Innovation Research, Management and Practice, 23, p.87.

Ferenstein, G. Zappos just abolished bosses. Inside tech's latest management craze. 2014. Retrieved from: (2nd May 2017)

Hartnell, C.A., Ou, A.Y. and Kinicki, A., 2011. Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.

Menguc, B. and Auh, S., 2010. Development and return on execution of product innovation capabilities: The role of organizational structure. Industrial marketing management, 39(5), pp.820-831.

Naranjo-Valencia, J.C., Jim?nez-Jim?nez, D. and Sanz-Valle, R., 2011. Innovation or imitation? The role of organizational culture. Management Decision, 49(1), pp.55-72.

Wynen, J., Verhoest, K., Ongaro, E., Van Thiel, S. and in cooperation with the COBRA network, 2014. Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation?. Public Management Review, 16(1), pp.45-66.

Zheng, W., Yang, B. and McLean, G.N., 2010. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), pp.763-771.

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