A Critical Analysis on Innovative Management
(A Creative Environment)
Name: Sabah Ali
College: New College Manchester
Course: Post Graduate Diploma in Strategic Management and Leadership
Tutor: Prof. Peter Harrison
Introduction --------- 2 2- Discussion ---------2 2.1 Critically Evaluate Current Creative and Innovative ---------3 Management process in the Organisation
2.2 Explain how to Lead Others to Embrace Innovation and Change.
---------3 2.3 Critically evaluate the relevance of leadership within the organisation. ------5 2.4 Produce an appropriate rationale to persuade stakeholders
---------5 of an organisation of the benefits of a creative and innovative idea. 3-
Conclusions --------- 6 4-
Recommendations ---------- 7 5-
References ---------- 7
John Kotter (1996) defined management as number of procedures which can keep the complex interaction between individuals and technology moving efficiently. He identified several phases of this complex interaction, but the most important pieces are considered to be the “planning, budgeting, organising, staffing, controlling, and problem solving”.(Kotter, 1996) Effective management and leadership can lead an organisation to successfully achieve its targets. Leaders are people ‘who inspire with clear vision of how things can be done better’. (Olson et al., 2001) 2.
In this case study we will look Jack Welch, a well-known and influential business leader of the 20th century. Mr Welsh was the Chairman and Chief Executive Officer (CEO) of General Electric Co. (GE) and he is considered a very good example of a born leader. During the 41 years he spent working with GE, he helped transform the company into a very successful, productive and thus valuable business. As a CEO, he is renowned for his creative and innovative leadership style. Jack Welsh commenced his career at GE as a Junior Engineer in 1960, just after receiving a doctorate in chemical engineering from the University of Illinois. Not long after starting work at GE, Mr Welch accepted a different offer from International Minerals and Chemicals, as he was not satisfied with the bureaucracy at GE. However, this plan never materialised as Reuben Geutoff, an executive at GE at the time, convinced him to stay and helped reduce the bureaucracy. As such, Jack Welch remained with GE, and gradually progressed through the company, from head of the plastics division in 1968, to group executive in 1973. 2.1 Critically Evaluate Current Creative and Innovative Management process in the Organisation In this case study, only twenty years after starting at the company, Mr Welch became the youngest CEO at GE to date. During this time working in this post, the company grew from a relatively small manufacturer of light bulbs and simple electrical appliances, to a multi-billion industrial conglomerate by the turn of the century. Over 900 acquisitions, worth several billion dollars were under his supervision, and made the company several more billion dollars through the sale of part of businesses. 2.2 Explain how to Lead Others to Embrace Innovation and Change Innovative ideas can originate from anywhere in an organisational structure, but it is recognised that developing the “raw...
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TUCKMAN, B. W. 1965b. Business Psychology and Organisational Behaviour. Lawrence Erlbaum Associates
Andriopoulos and Dawson (2009). Managing change, creativity and innovation. Sage Publications Ltd.
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