Innovative uses of IT to enhance the use of TQM
Commonly, it is the innovative and creative pondering over such issues as brining in fresh hypotheses, forming them, reshaping them to put together strands that were previously missing from the cohesive whole, amending, redesigning, and so on. After this process the outcome is shared by the partners interested in the deal, these creative endeavors should be result-oriented, value-centered, and should manifest high results in innovation of ideas (Newell and Shaw, 1972).
Such creative procedures take into consideration such areas of cognition as making clarification, developing, making ready and revisiting previous grounds to make sure stern development. First of all a problem or a loophole is detected by an individual user; then follows the time span for recycling of the previous thought, which is followed by a sequence of critical examination, argument, unfolding, structuring, and designing new strategies for better problem solving.
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i) Non-related information is weeded out by specific process of encoding. ii) Fragments of seemingly related chunks of information are woven together to form a cohesive whole. iii) A continuous process of comparing past performance, with regard to information acquisition, with that of the present time (Gick and Holyoak, 1983). Available literature in the discipline of cognitive domain recommends four significant fundamentals for a creativity-based work environment. These components are as follows. (1) Task-centered or internal motivation.
Lack of risk-taking attitude mars creative process. It is possible for someone to be revealed with a sublime idea but the fear whether is it correct or not sabotages it for getting known to others. In these situations, a person can be motivated to willingly take risk for high creativity. Interest, getting pleasure or satisfaction, being challenged in the work environment, are key triggers for high creativity for people (Adam, 1979). (2) An access to related information by people mars their creativity despite the fact that they are highly creative.
At a lofty level, it is the past experience and knowledge that leads people to create higher level of knowledge. Now the challenge for a business enterprise is to pinpoint the numerous ways through which it can understand the process of gathering information which is useful in enabling a creative environment. (3) Because of the complexity of mental processing of knowledge, people do not seem to practice a wider range of memory use which appears to be a major hurdle in the process of creativity.
If access to information is critical in triggering creative process, the use of memory via certain complex systems is also important. The process of creativity depends on i) the ignition of being alerted by a similar past experience; ii) the execution of such experience in a completely new situation to create something new. As such related bits of knowledge are put together even in a plain method of filing where there is always room for innovation by executing divergence in a work environment (Weisberg, 1993).
(4) The last is the problem-solving attitude to create things, a phenomenon highly stressed for creativity. This is in substance the attitude that makes use of the past knowledge and experiences to solve a new problem. The process of solving problems can be better enhanced to a genuinely creative approach when the people involved are assisted to solve new problems in the light of the ones they have already solved. This analogy is highly efficient. To conclude, it can be asserted that the creativity of a business enterprise depends on the creative level of their employees.
A business firm which is regarded to highly creative is the one which has a working environment that enables its employees to put forth creative thinking. A successful environment to execute the employees’ creative powers is the one which allows their internal motivation to come at play rather than external motivation; moreover, in such environment the employees are able to transfer their knowledge to new problems, access usable information, constantly occurring bits of hints, and so forth.
Information systems (IS) and IT are the very handy options to enable such a work environment. Eventually, for an organization to be acutely creative, it is important that its employees interact with each other in a speedy manner. This is yet to be achieved because even today most of business firms entertain rather conventional type of work environment that focuses more on departmentalized approach of work rather than an integrated network of sharing.
It is therefore highly important that such systems as can enable interaction and sharing of information on a stage among different groups of users are required to be established so that other problems can be reduced. Such a stage should be used by employees to demonstrate an attitude which is free to exercise risk-taking to bring together various strands for creative process. It is essential for the capital of IS, its produces and services to go through scaling, reevaluation, and renovation so that a better structure, execution, and operation system can be brought into active movement or creative processes.
Under IS systems the specialists do not just come up with a monotonous procedure to work with productivity and presentation or information; instead, they are highly required to put in efforts which are innovative and creative. Thus they crunch the conventional approach to process available data such creative specialists the “knowledge engineers” who are working in the firm which is constantly innovating knowledge (Schank, 1993). Business firms which regard IT as highly beneficial and other systems which support such approach to work environment are in the highest possible likelihood to accomplish key penetrative strides in the market.
Creative and innovation and the four compulsory components to execute them are essential: approaching related information, internal motivation, wide use of memory, a positive attitude to solve problem with the help of knowledge of past experiences. As such after a feasible work setting is rightly in place, all such components as are essential for an innovate organization should be put into play by the establishment of IT and other information systems. Conclusion Today some scholars overly stress over the technical complexities of TQM to be out of the boundaries of today’s business firm.
Why a number of TQM structures have met practical death because they lacked to take into consideration the essential features of a host firm. Those who admire TQM as a dynamic change result, the critics point out that the TQM-based work environment creates more complexities of operation resulting in the sidelining of such third parties as trade unions; it also has resulted in allowing less authority of power to them instead it tends to manipulate them (Couger, 1996). A survey takes into account the state that successful TQM structures are merely 20% to 30% which is mainly owing to the fact that business operations lack fine-tuning.
Henceforth, the last word is: business firms must be able to adapt themselves to the requirement of TQM to thoroughly benefic from it. In the 1990s, the successful business firms are the ones which executed a smooth force and management to strike the market with chief bursts of success. Besides, it is only in the creative business firms that high strides of success in productivity are accomplished and the key factors for such strides are their equally innovative employees.
Contrarily, huge wealth of employees’ creative thinking can be put to drastic death by following beaten paths limiting their genuine professionalism. The truly creativity-oriented business firms establish such work environment that triggers their employees’ high level of thinking. Such up-to-the-minute methods in today’s productive market as TQM and business reengineering solely require a work environment in which the work force can be kept to high level of motivation thus executing their creativity which is automated by high motivation.
The business firms which give credit to scholarly multiplicity and welcomes diverse information to their systems are more likely to trigger internal motivation of their creative employees. Hence, in such an environment the work force should be free to exchange diverse bits of information, application of such information to creative process and problem solving attitude (Brewster et al. ’s, 2000). IT and other information systems can appropriately give their share into the establishment of a highly innovative work environment.
Innovation-oriented systems can only be assuredly executed if information systems in an organization undergo constant reevaluation, reorganizing, and standardization of process. It is also important for the IS specialists to come up with creative grounds in organizational operation that provide equal opportunities for use by users in that firm from any location at any time. The entire structure of such IS system is perched onto an efficient approach to adaptability to new approaches regarding IT and other information systems.
In the present study, salient features influenced by TQM-based changes have been appraised. Henceforth, this analysis makes it clear that how TQM becomes essential in order to bring diversity in the work environment and how to structure the TQM system. It is therefore suggested by the author that TQM alterations should be thoroughly put for check of their feasibility of execution in an organization. Moreover, the scope for an organization to adapt to such changes must also be kept into constant monitoring.
In this paper, IT has also been portrayed as being an executioner of the regulation of structure in a business enterprise with regard to the alterations taking place in the process of TQM. The lack of sharing creative thinking between business enterprises that mars a stabilized process between achieving the IT-oriented goals and TQM-oriented aims. To cope up with such complexities for a stabilized execution of TQM structures, a business enterprise should develop such a system where the TQM establishment is possible within the reaches of IT planning and strategic use (Zadrozny and Ferrazi, 1992).
Adams, J. L. (1979). Conceptual Blockbusting, 2nd ed. NY: Norton. Couger, J. D. (1996). Creativity & Innovation in Information systems Organizations. Danvers, MA: Boyd & Fraser. Gick, M. L. and Holyoak, K. J. (1983). “Schema induction and analogical transfer,” Cognitive Psychology. Gruber, H. E. and Davis, S. N. (1993). “Inching our way up Mount Olympus: the evolving-systems approach to creative thinking,” in Sternberg, R. J. (ed. ), The Nature of Creativity, Cambridge: University Press.