Posted: February 16th, 2022

Examining the Evidence: Organizational Support and Creativity

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Learning Goal: I’m working on a business question and need guidance to help me learn.Respond to each student 350-500 words and use scholarly REFERENCE Initial PostPart 1Read carefully “Examining the Evidence: Organizational Support and Creativity” in Chapter 8 of the Neck et al. textbook. To begin the discussion:Assess in what ways can managers help employees feel more connected to their workgroups and to have expectations of a successful career part (make sure to base your assessment on scholarly and practitioner literature, not just your opinion)
Evaluate what managers can do to try to avoid feelings of obligation among employees that could undermine creatively (make sure to base your assessment on scholarly and practitioner literature, not just your opinion)
Part 2Next, take Self-Assessment 8.2 [Creative Potential vs. Practiced Creativity] located in Chapter 9 of the Neck et al. text. Consider sharing your results and what this assessment provides about how you approach decisions.Student 1Part 1- Managers and supervisors who communicate, set clear goals, and are confident and protective over their teams tend to nurture a creative environment (Neck et al., 2019). Open communication, as we discussed earlier, can create trust between employees and their superiors. Consistent communication, whether in-person or not, contributes to higher engagement from employees in the team (Harter & Adkins, 2015). This communication can include team and personal goals within the workplace, clear expectations for success, and even the discussion of activities that are not work related. A productive workplace is one in which people feel safe – safe enough to experiment, to challenge, to share information, and to support one another (Harter & Adkins, 2015). The connection to our manager and team members should often extend outside being work-related, but within the realms of professionalism.Managers can also motivate their employees to reach goals with rewards, bonuses or recognition, to justify that the employee is moving in the direction that is intended for success.Placing an employee in a position to utilize their strengths gives the ability for their natural talents to come out within the team (Harter & Adkins, 2015). They can continue to develop their particular special skill and have the opportunity to showcase their talent. This can also create learning opportunities between team members and open discussion points. – The opposite of the above mentioned could undermine creativity. Without effectively communicating with team members, employees could become uncertain in the workplace. Employees could feel uncertain about their roles, contributions and ability to perform effectively within their team. Employees could become less likely to share ideas and participate in group meetings when discussing projects.Positive feedback and rewards can also hinder growth in employees if they are unclear with how their manager views their work and talents.Part 224 – creative potential22 – practiced creativityMy full-time job allows me to be creative and voice ideas every day. My manager is open to hearing my ideas to improve processes and productivity within our office. Certain areas have been affected from fast growth of the company and responsibilities need to be re-evaluated.ReferencesHarter, J., & Adkins, A. (2015, April 2). What Great Managers Do to Engage Employees. Harvard Business Review. Retrieved February 2, 2022, from https://hbr.org/2015/04/what-great-managers-do-to-engage-employees (Links to an external site.)Neck, C. P., Houghton, J. D., & Murray, E. L. (2019). Organizational Behavior: A Skill-Building Approach (2nd ed.). SAGE Publications, Inc.Student 2Good Afternoon,Assess in what ways can managers help employees feel more connected to their workgroups and to have expectations of a successful career part (make sure to base your assessment on scholarly and practitioner literature, not just your opinion) Organizations that provide appropriate rewards and feedback that encourage a collaborative environment tend to possess a more creative culture (Neck et al, 2020). Supervisors that are transparent, set clear expectations, are approachable, and overall supportive with their employees will also get more buy in from their employees. This encourages the employees to come up with new ideas and work better with their teams knowing that if anything arises, they can consult their supervisor who has their back. These are a few of the practices that I have been testing out on each flight I get to see how they adapt or better operate between themselves when I am clear with what the goal is and that I am there to develop with them. Being on the same page with your subordinates and showing you are on the team too is extremely important because then they see you as working with them instead of for you.Evaluate what managers can do to try to avoid feelings of obligation among employees that could undermine creatively (make sure to base your assessment on scholarly and practitioner literature, not just your opinion)Creativity is unintentionally undermined every day to maximize business imperatives such as coordination, productivity, and control (Amabile, 2014). People have their senses of habit and typically like sticking to them when they have been set in stone for so long and follow company guidelines. Creativity can be encouraged as it should to continuously improve each business, but people have those feelings of obligation to stick to what they have been doing for years. It also comes into play when they cannot see the full vision of the creativity being implemented, so it may come across as less productive and have more coordination which can translate to waste of time and money. These are a few things that run through the mind when thinking about implementing a new creative process because you may have the best interest in the company.Next, take Self-Assessment 8.2 [Creative Potential vs. Practiced Creativity] located in Chapter 9 of the Neck et al. text. Consider sharing your results and what this assessment provides about how you approach decisions.Creative Potential – 25Practiced Creativity – 30I would say I am a pretty self-aware person when it comes to my strengths and my weaknesses. Creativity can be a weakness at times depending on the task at hand and how I have gotten things done before in a proficient way. In my previous job, the practiced creativity would be more around a 14 because things were set in stone there and the only person to approve new processes only liked his own ideas. I came up with improvements for the organization, but they were turned down because they weren’t his and he couldn’t see the potential for their benefit. In my current job as an instructor, we have a lot of things set in place that have to be followed, but how you follow them and accomplish your entire day is up to you. In this job I have the utmost freedom when it comes to being creative and if questioned about it, my arguments for trying something new are typically embraced. We are always looking for newer and better ways to do things. I tell my trainees the same thing so it opens the door for them to be creative and innovative in their duties as well so I can pass it on to the next group of trainees I pick up. Having this much freedom is a bit of a shock to me, just because a lot of medical administration duties were more structured. So having this amount of freedom for creativity is a bit more than I think I can take full advantage of, but the longer I am here, the more I will be exposed to the practiced creativity to increase my own potential.ReferencesNeck, C. P., Houghton, J. D., & Murray, E. L. (2020). Organizational behavior: a skill-building approach (2nd ed.). SAGE.Amabile, T. (2014, August 1). How to kill creativity. Harvard Business Review. Retrieved February 4, 2022, from https://hbr.org/1998/09/how-to-kill-creativity
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