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Knowledge Management Discussion

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After reading the 7 page article attached, please provide a response:

'How Applying Three Principles of Corporate Creativity Can Boost Your Rate of Continuous Improvement by an Order of Magnitude," by Alan G. Robinson and Sam Stern

How might material rewards related to the economic savings of an improvement suggestion create more harm than good?

If you have any question please send it.

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The response address the queries posted in 630 words with references.
//Before writing about the methods through which main material rewards related to the economic savings of an improvement suggestion create more harm than good, it is essential to have knowledge about the 'Principle of Corporate Creativity'.//

Principle of corporate Creativity

For the success of the organization, it is necessary that the company implement the regular innovation and creativity. An organization can improve its innovative capacity by using the knowledge apprehended by its various employees and business associates. An organization can implement a methodical process for applying new knowledge. Innovation without creativity heads to merely surface-level transformation. The competitive advantage of the organization is not the cost or quality but now it has changed to creativity. The companies are aware that the creative potential exceeds creative performance (Robinson & Steren).

Many people have less knowledge about the term 'creativity', what they know is hardly applied in business and what ...

Solution Summary

This response addresses the queries posed in 497 Words, APA References.

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Reading Assignment:
Shtub, Bard, and Globerson, Chaps. 1 and 2 PMI, Chaps. 1, 2 and 4.1


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You have been named the project manager. You are from the Product Development department, from the Software team.
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Organizational systems
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In functional organizations, people are organized by teams that complete similar tasks. For example, an IT organization may be structured into teams based on technology or application (Web team, SAP team). People are assigned to projects generally on a part-time basis, but they do not formally report to the project manager in any way. In projectized organizations, people belong to project teams and report directly to the project manager. When the project is completed, the team is disbanded. A research & development organization may be organized in this manner. A matrixed organization is a blend of the other two styles. People report to both a functional manager and a project manager. They have project tasks as well as ongoing operational activities. There is considerable variability in this organizational style. The majority of companies are structured with some sort of matrixed system. The type of organizational system in place will affect how the project manager functions. In functional organizations, where there is a strong departmental decision-making structure, the project manager may not be able to go directly to the decision-maker. Instead, the project manager may need to walk the organization chart so peers are discussing and deciding upon scope, issues, and resources. The project manager will have very little authority to make decisions and must focus on building strong upward relationships. Decisions may take longer to be reached in this type of structure. In projectized organizations, the project manager will have much stronger authority for decision-making, and will be more likely to be able to go directly to the decision-maker. Regardless of the organizational system, though, the project manager will only be successful when she builds strong consensus-based relationships with the key stakeholders

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