Essays on Assessing the Work Environment for Creativity Case Study

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The paper "Assessing the Work Environment for Creativity" is a great example of a Management Case Study. At a personal level, change has been characterized by an adjustment in behavior, where in the past and in the present, I have changed the way I do things or perceive them in order to generate a different positive result. At an organizational level, I have realized that the variable of change is used as a catalyst for performance and productivity as supported by Weick and Quinn, (1999). As highlighted in the course, modern organizations are relying significantly on their change processes and programs to enhance their competitive advantage in a highly competitive, globalized and knowledge-intensive market environment. Organizational change in modern organizations is characterized by an increased focus on human resources as the most valuable asset, where the management is keen to leverage interdependencies between human resources with other types of organizational resources such as financial resources, information technology, and structural capital among others as supported and argued by Lepak and Snell, (1999).

Ruona and Gibson, (2004) support (Wilson, 2000) by suggesting that for sustainable success and competitiveness, organizations must engage the human resource and embed the continuous process of change in the organizational culture in a bid to ensure that existing organizational systems, processes and people are flexible and adaptable to environmental uncertainties.

This is specifically important in ensuring there are no strategic tensions as discussed by De Wit and Meyer, (2010). Using strategy to facilitate change. Facilitating effective change and aligning the organization to present and future environments does not occur automatically. In order to ensure that organizations are able to manage change effectively and to align the organization to its external environment as effortlessly and as sufficiently as possible, it is crucial to formulate and implement strategy both proactively and reactively (Quinn, et al. , 1995).

In modern environments, however, responding proactively is highly encouraged in order to ensure that organizations are not only aware of their surrounding but also are ready and prepared to capitalize on its strengths, ameliorate its weaknesses, take advantage of the market gaps and opportunities and more importantly, manage any potential risks and threats(Weick, & Quinn, 1999). Be it as it may, I would think that the uncertainties and unpredictability of life may more often than not, fail to afford us time to plan and to respond proactively and it is, therefore, important to be on toes at all times and apply emergent approaches to strategy formation.

Therefore, it becomes vital to blend the emergent and planned elements to strategy development, which is achieved by integrating strategic planning and strategic planning. Integrating strategic planning with strategic thinking means combining the aspects of direction, commitment, coordination, programming and optimization generated by planning with the aspects of opportunism, adaptability, learning, entrepreneurship and support generated by the emergent approach to the formation of strategy (De Wit & Meyer, 2010). The importance of engaging everyone in the change management process From the course readings and discussions I have engaged in, I have learned that despite the positive outcomes that come with change both at a personal and at an organizational level, change is difficult and not every change initiative translates to success.

As a result, it is important that those responsible for developing and implementing change initiatives at an organizational level, actively engage all the relevant parties and stakeholders in understanding change, embracing change, gaining the knowledge on why change is needed, how it should be implemented, when it should be implemented and what role each party or stakeholder plays in implementing the mutually agreed organizational change (Lepak & Snell, 1999).

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