Attention Katherine Owens
Running Head: CREATIVITY AND INNOVATION 1
CREATIVITY AND INNOVATION 6
Creativity and Innovation
Creativity and innovation
The automotive company I am interested in is Toyota Motor Corporation. This is a Japanese multinational automotive company and has its headquarters in Japan. It is one of the largest automobile companies in the world. Some of the products offered by this automotive company include automobiles such as vehicles, car electronics, air-conditioning compressors, and engines. The company also offers textile machinery and equipment for handling materials. This company offers services such as banking services, financing services, and leasing services (Nkomo, 2019). This report provides details on how to cultivate a culture of creativity and innovation in the Toyota Motor Corporation.
Qualities and characteristics of employees
Employees play an active role in determining the creativity and innovativeness of an organization. To create a creative and innovative culture at Toyota Motor Corporation it is important to ensure that the employees have the ideal qualities and characteristics which include:
Openness to change- Employees should be consciously aware and accept the possibility that change will occur. They must be flexible and willing to adapt to the change when it occurs (Bani-Melhem et al, 2018).
Persistence- Creativity, and innovativeness require persistence. Employees should be willing to continue doing the right thing despite the difficulties involved and any opposition they may be facing (Bani-Melhem et al, 2018).
Proactivity- Employees should be able to anticipate future needs and changes and act in advance. This will enable the company to be aware of and meet the future needs of consumers (Bani-Melhem et al, 2018).
Curiosity- Employees should have an intense urge to explore since this industry requires a lot of exploration. They should be willing to take all the risks involved and navigate all the complexities (Bani-Melhem et al, 2018).
Team spirit- To cultivate a culture of creativity and innovativeness, employees need to be team players because a lot of sharing ideas will be required. Creativity and innovativeness cannot be the effort of one person and employees need to have the right team spirit (Bani-Melhem et al, 2018).
Background and experience for company leaders
For leaders in the Toyota Motor company to foster a culture of creativity and innovation they must have the following experience:
Risk management- In fostering a creative and innovative culture, there will be lots of risks that the company will be required to take. These risks can affect the organization both positively and negatively. Company leaders should therefore have experience in risk management which will enable them to convert these risks into opportunities for the company. This experience will also enable them to tolerate risk and make bets that will pay off (Davis, 2019).
Implementation of organizational change- To foster a creative and innovative culture at Toyota Motor Company means that some changes will have to be made to the existing culture. Implementing change in an organization can be very hard and a leader should have the required experience to implement change. This will ensure that change is successfully implemented and that the new creative and innovative culture maximizes performance in the organization (Davis, 2019).
Collaboration and agility- For leaders to foster a creative and innovative culture in this company, they should have experience in collaboration and agility. They should bring employees together to work as teams and ensure that teams take responsibility for their actions. These leaders should also be able to make effective decisions where rapid change is required. They need to be confident in the actions and ideas of their employees as this will encourage them to be more creative and innovative (Davis, 2019).
Leadership qualities and characteristics for employees
To be effective leaders, the following qualities and characteristics are essential for employees to possess:
Passion- Employees need to be passionate about everything they do. Caring about what they do will enable them to do their best and thus they will become great leaders. Effective leadership requires one to be excited about their job roles. People are always more willing to follow a leader who is passionate about what they do. A passionate leader has boundless energy that makes other people believe in them (Waris et al, 2018).
Courage- To be effective leaders, employees need to be courageous. Employees should be bold and fearless to be effective leaders. Courage will enable employees to handle difficult tasks and take the necessary risks for the good of the organization. Courageous employees will always be successful in mobilizing other employees to increase the productivity of the organization (Waris et al, 2018).
Organizational culture for creativity and innovativeness
The ideal organizational culture to foster creativity and innovation is a product of the people in the organization and the organizational infrastructure. Things that are associated with people in the organization include leadership styles, behaviors, values, and attitudes of the people in the organization. The ideal organizational culture has a clear mission and values. A good organizational culture also supports positive relationships between workers and diversity (Chen et al, 2018). Such an organizational culture provides comfortable workspaces for employees where wins are celebrated. This ideal organizational culture would foster creativity and innovation by enabling employees to work as teams and share ideas. It would also foster creativity and innovation by encouraging employees to be creative and innovative through celebrating wins and providing them with comfortable workplaces (Chen et al, 2018).
Bani-Melhem, S., Zeffane, R., & Albaity, M. (2018). Determinants of employees’ innovative behavior. International Journal of Contemporary Hospitality Management. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/IJCHM-02-2017-0079/full/html
Chen, Z., Huang, S., Liu, C., Min, M., & Zhou, L. (2018). Fit between organizational culture and innovation strategy: Implications for innovation performance. Sustainability, 10(10), 3378. Retrieved from https://www.mdpi.com/2071-1050/10/10/3378
Davis, M. W. (2019). Innovative Leadership. Journal of Leadership, Accountability and Ethics, 16(4), 69-73. Retrieved from https://search.proquest.com/openview/ccf74fd317407e47fe9a6a530266300b/1?pq-origsite=gscholar&cbl=39006
Nkomo, T. (2019). Analysis of Toyota Motor Corporation. Retrieved from http://dspace.vnbrims.org:13000/jspui/bitstream/123456789/2458/1/Toyota%20Case%20study.pdf
Waris, M., Khan, A., Ismail, I., Adeleke, A. Q., & Panigrahi, S. (2018, April). Impact of leadership qualities on employee commitment in multi-project-based organizations. In IOP Conference Series: Earth and Environmental Science (Vol. 140, No. 1, p. 012094). IOP Publishing. Retrieved from https://iopscience.iop.org/article/10.1088/1755-1315/140/1/012094/meta