Mobilising Creativity and Innovation in Oman's Ministry of Manpower

This report explores the process of mobilising creativity and innovation for a business organization, using Oman's Ministry of Manpower as a case study. It discusses the importance of group and organizational support, different types of innovation processes, and recommendations for promoting creativity and innovation within the organization. The report concludes that group and organizational support is crucial for implementing creativity and innovation within an organization.

Running head: MOBILISING CREATIVITY AND INNOVATION
Mobilising and Creativity and Innovation
Name of the Student
Name of the University
Author Note

1MOBILISING CREATIVITY AND INNOVATION
Executive Summary
Organizational creativity and innovation are two important factors that are instrumental
behind the success and growth of an organization. These two factors also help an
organization to get rid of possible market rivalry and also create innovative products that will
help to enhance the customer base and customer interests. In this report, the mobilisation
process of creativity and innovation for a business organization has been explored and
discussed in detail.

2MOBILISING CREATIVITY AND INNOVATION
Table of Contents
Introduction:...............................................................................................................................3
Group and Organizational level support for Creativity and Innovation:...................................3
Process of Creativity and Innovation:........................................................................................5
Incremental Process of Innovation:........................................................................................6
Modular Process of Innovation:.............................................................................................6
Architectural Process of Innovation:......................................................................................6
Radical Process of Innovation:...............................................................................................6
Recommendations to Promote Creativity and Innovation:........................................................7
Conclusion:................................................................................................................................8
References:.................................................................................................................................9

3MOBILISING CREATIVITY AND INNOVATION
Introduction:
Innovation and the creativity is one of the most important factor of any type of
organization. The innovation is considered as creation and implementation of new ideas
which can be used for developing beneficial services, products and methods of operations
(Oman et al. 2013). The creativity is achieved by implementing this innovative ideas. By
achieving the creativity within the organization quality can be improved of the organization
and the innovation will make the creative ideas working.
To evaluate the importance of the innovation and the creativity the selected
organization is the Ministry of Manpower of Oman. The creativity and the innovation within
the Ministry of Manpower will be evaluated through the climate models, creative human
resource management, creative leaderships and by promoting innovative and creative
behaviour. Then the critical appreciation and the systematic understand of innovation and
creativity will be discussed. Following that plans will be developed to promote innovation
and creativity in the context of the selected work organization.
Group and Organizational level support for Creativity and Innovation:
The groups in the organization supports the creativity and the innovation within the
organization. For creating the innovation and creativity within the organization climate
models can be used (Bony et al. 2015). According to, Stollberger, West and Sacramento by
the use of climate models safety and trust can be achieved within the organization. Not only
the creative models, also the creative nature of the leadership is very much crucial for
moderating the effects on the groups of the organization. The output provides several of
innovations, innovation magnitude and support for the innovation. Also, the conflict is
managed by this. The authors also stated that creativity and the innovation can be also
promoted within the organization by the investment in the practices of the human resources.

4MOBILISING CREATIVITY AND INNOVATION
By investing in it high performance work system can be achieved. As per the authors the
innovative behaviour will help the organization to achieve improvements and efficiency in
performance. Thus it implies that the support for the innovation will be beneficial for the
creativity.
While considering the organization of Oman’s Manpower Ministry, this supports the
creativity and innovation within the organization. As an active member of this organization,
the organisation is properly analysed by me. From the analysis, it has been found that the
groups among this organization is supported for the organizational creativity and innovation
(Dawson and Andriopoulos 2014). The main vision of this organization is to achieve a stable
and a regulated market of labour with having a qualified national manpower. By achieving
this the organization aims to support and contribute to the national economy. To bring
innovation and creativity within this organization first of all the climate for the innovation
needs to be produced (Somech and Drach-Zahavy 2013). This climate cannot be achieved
without the support of the organization. As it mentioned above, the creative leadership is also
an important factor for the creativity and innovation within the organization, this organization
also follows the same. The Ministry of Manpower implements the creative leadership
techniques by developing a training programme as per the approved vocational levels and
criteria. This is awarding qualifications and encouraging in the training of the job. With better
qualifications and with better training innovations and the creativity will be going to occur
more within the organization. In the aspect of the creative human resource management
Oman’s Ministry of Manpower has taken the initiation for developing the labour methods.
This methods will be upgrading the performance of the employees and will develop the
human resources within the ministry. Both of the organizational and the group level support
is essential in this case. This practices can also promote the innovative and creative behaviour
within the organization.

5MOBILISING CREATIVITY AND INNOVATION
The authors Stollberger, West and Sacramento has showed that the importance of the
group and organizational level support through the climate models, creative leaderships and
by the creative human resource management for achieving a sustainable organizational
culture. Also, from the analysis of the organisation of mine which is the Oman’s Ministry of
Manpower it has been assessed that the organization is promoting the creativity and
innovation within the ministry. For the promoting purpose they are using various types of
methods which all are supported by the group and organization level. Also, in the Oman’s
Ministry of Manpower innovative and the creative behaviour is promoted through the support
of the organizational level. Thus from the critical evaluation it is determined that the group
level support and the organizational support is very much important in the Oman’s Ministry
of Manpower to successfully achieve their targets.
Process of Creativity and Innovation:
Understanding the process of the creativity and innovation is vital for the
organizations as this helps the organizations to embrace the innovation and the creativity
management which will help the organizations to achieve the competitive advantage in the
market. Considering the successful innovations, it can bring charges in the society and
marketplace. Actually, the innovation is not about creating some new products it actually
about changing the behaviour. For bringing an innovation within an organization first some
creative ideas need to be developed, for which creative idea is needed. This process of
developing new ideas is known as the creativity whereas selecting one of those ideas and
implementing it successfully is known as the process of the innovation, but it will be
considered as an innovation when that creative idea will be able to bring vast change in the
marketplace. For understanding the process of creativity and innovation, four levels of
innovations can be defined which are the incremental innovation, modular innovation,
architectural innovation and the radical innovation.

6MOBILISING CREATIVITY AND INNOVATION
Incremental Process of Innovation:
In the incremental innovation small type of change occurs which are established on a
knowledge. In this type of changes existing services, products and the processes are modified
for better performance (Norman and Verganti 2014). In many cases this small changes are
required for implementing a big change. Thus this type of changes are appreciated for
creativity and innovation within the organization.
Modular Process of Innovation:
In modular innovation process middle range innovations are done. This type of
innovations are more important when compared with the simple type of innovations (Chou,
Chuang and Shao 2016). In this type of innovations vast improvements are done on an
existing product or service. The modular process of innovation is appreciated because it is the
key of the fast innovation process with some major improvements.
Architectural Process of Innovation:
In this type of innovations core components of an existing products or services are
changed. Basically, the integration between the core components are changed and the ore
design concepts are reinforced (Han 2017). Also, new additions can be done in this type of
innovation process where different things are combined together and forms a new system.
Modular process is capable to bring fast innovation, but in many cases this type of fast
innovations cannot be implemented within the organization without changing the process
architecture at all. Thus architectural process is important. Hence, this process of innovation
is appreciated.
Radical Process of Innovation:
This process of the innovation is the most extreme process of the innovation. In this
type of innovations the whole technology is replaced by some other similar type of

7MOBILISING CREATIVITY AND INNOVATION
innovations. The purpose of the systems are remained same but way the system performs is
totally changed. It becomes more improved and more efficient than previous. This type of
innovation is very much significant for the economy growth of the market. Though initially
this type of innovations takes long time and becomes problematic to implement, still this
have a long positive impact on the future of the market (Oerlemans, Knoben and Pretorius
2013). Thus this type of innovation are appreciated within the market and the society.
From the previous analysis it has been determined that group and organizational level
of support is very much essential for the creativity and innovation within the organisation. In
the above section various type of innovation process has been determined. For the four
process of innovation here also the support of the organizational and group level is important
as without the prior support of them it is impossible to try out different types of ideas within
the organization which will bring the innovation.
Recommendations to Promote Creativity and Innovation:
To promote the creativity and innovation within Oman’s Ministry of Manpower some
recommendation can be given which will help the organization to become more creative and
innovative.
 Open and Creative Work Environment: For implementing the innovation, it is very
much essential to bring creativity within the organization (Obholzer and Miller 2018).
For this it is recommended to Oman’s Ministry of Manpower to provide an open type
of work environment which will help them to bring creative ideas within the
organization.
 Team Motivation: It is very much essential for motivate the team members towards
the creativity. Thus Oman’s Ministry of Manpower must motivate its employees.

8MOBILISING CREATIVITY AND INNOVATION
 Encouraging the Diversity: Diversity is a big factor of innovation. Oman’s Ministry
of Manpower can form a team with people of different background, capabilities and
passions. These diverse sets will be capable to generate different ideas of problem
solving which is the base of innovation.
 Penalizing: Penalizing is an important factor of innovation. When a group is trying to
implement something new within the organization and by chance they got failed, this
can bring loss to the organization. In such cases the penalizing the employees will
stop the process of trying new ideas in organization. Thus the overall process of the
innovation will stop. Thus it is recommended to the Oman’s Ministry of Manpower to
not penalize the employees when they are trying to implement innovation within the
organization.
Conclusion:
From the above discussion it can be concluded that the group and organizational
support is very much important for implementing creativity and innovation within the
organization. This paper has discussed about the innovation within the Oman’s Ministry of
Manpower. It has been analysed that the climate models are very much essential for
implementing creativity and innovation within the organization. With the climate model, the
techniques of the creative leadership and the creative human resource management are also
help to implement the creativity within the organization. The process of the creativity and
innovation works on works upon some theory which are critically appreciated in this paper.
As this creativity and the innovation is very much important for the organizations it is
necessary to implement the innovation and creativity properly within the Oman’s Ministry of
Manpower. For this some recommendations has been shared for implementing this factors
properly within the organization.

9MOBILISING CREATIVITY AND INNOVATION
References:
Bony, S., Stevens, B., Frierson, D.M., Jakob, C., Kageyama, M., Pincus, R., Shepherd, T.G.,
Sherwood, S.C., Siebesma, A.P., Sobel, A.H. and Watanabe, M., 2015. Clouds, circulation
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Černe, M., Jaklič, M. and Škerlavaj, M., 2013. Authentic leadership, creativity, and
innovation: A multilevel perspective. Leadership, 9(1), pp.63-85.
Chou, Y.C., Chuang, H.H.C. and Shao, B.B., 2016. The impact of e-retail characteristics on
initiating mobile retail services: A modular innovation perspective. Information &
Management, 53(4), pp.481-492.
Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.
Han, J., 2017. Exploitation of architectural knowledge and innovation. Journal of Open
Innovation: Technology, Market, and Complexity, 3(3), p.15.
Norman, D.A. and Verganti, R., 2014. Incremental and radical innovation: Design research
vs. technology and meaning change. Design issues, 30(1), pp.78-96.
Obholzer, A. and Miller, S., 2018. Leadership, followership, and facilitating the creative
workplace. In Working Below the Surface (pp. 33-48). Routledge.
Oerlemans, L.A., Knoben, J. and Pretorius, M.W., 2013. Alliance portfolio diversity, radical
and incremental innovation: The moderating role of technology
management. Technovation, 33(6-7), pp.234-246.
Oman, S.K., Tumer, I.Y., Wood, K. and Seepersad, C., 2013. A comparison of creativity and
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Engineering Design, 24(1), pp.65-92.

10MOBILISING CREATIVITY AND INNOVATION
Somech, A. and Drach-Zahavy, A., 2013. Translating team creativity to innovation
implementation: The role of team composition and climate for innovation. Journal of
management, 39(3), pp.684-708.