Managing Creativity and Innovation part 2 of 2

Written by Kal Bishop


Managers must be competent in at least thirteen domains to even begin effectively managing creativity and innovation. Part 2 of Managing Creativity and Innovation coversrepparttar last six of these domains.

h) Group Structure. There is much confusion as which group structure (or combination of structures) maximises creative output. Workshop leaders randomly seem to make people work alone, in pairs, or in small or large groups. Each combination has strong arguments for and against:

i)The individual working alone can be very creative; after all, many people who are acknowledged to have made great contributions to society have worked alone. ii)Pairs reducerepparttar 103106 path dependency and enhancerepparttar 103107 intellectual cross-pollination that limitsrepparttar 103108 individual. iii)Many successful enterprises grow rapidly inrepparttar 103109 early stages, when there are only a small team of people working together. iv)Large groups benefit from massive intellectual cross-pollination but introduce politicking, core and peripheral groups, a dilution of ideas and more negatives.

i) The degree of knowledge input has a significant effect on output. There are three types of knowledge input:

i)Tacit knowledge. That experience which results from a natural life-long interest and curiosity in many subjects and experiences. ii)Depth versus Breadth. Can someone with limited knowledge of a field make a significant contribution to it? Does excess knowledge cause blinkered vision? iii)Networks and Collaboration. Importing competencies from networks and collaboration overcomes path dependency and parochialism and allows greater frame breaking.

j) Radical versus Incremental productivity. Radical / transformational / disruptive creativity is very much glamorised. But is this what is required most often? Is radical really radical orrepparttar 103110 result of incremental improvement? How is radical defined? If we want a radical idea as opposed to an incremental change, what arerepparttar 103111 implications? Incremental and radical creativity require vastly different structures, processes, skills and resources.

Accounts payable: a powerful document management and workflow solution

Written by Tokairo


Accounts payable is just one area of office management where problems arise because ofrepparttar sheer complexity of transactions, andrepparttar 103105 vast amount of paperwork that is generated.

A disproportionate amount of time and administrative resources is consumed just getting invoices approved for payment. The problem becomes compounded when invoices are lost when being circulated for clearance and even more time is then lost inrepparttar 103106 retrieval process.

Typically these documents include purchase invoices from suppliers, sales invoices to customers and purchase orders generated by customers.

Even if missing documentation is successfully recovered fromrepparttar 103107 system,repparttar 103108 delay will have caused major inconvenience. If it is not recovered,repparttar 103109 effects on business are routinely disruptive, and in extreme cases, disastrous.

TokOpen is a powerful document management and workflow software solution that goes far beyond conventional document capture and storage. Uniquely flexible,repparttar 103110 package allows systems to be configured to meet customers’ specific needs.

How TokOpen works

Automated data entry allows invoices to be scanned, indexed and stored inrepparttar 103111 system, avoiding time-consuming manual entry. Automated reading can take two forms: either header reading (reference number, client name and amount); or full line item reading. Alternatively, invoice information can still be entered manually if required.

Once inrepparttar 103112 system, invoices are electronically routed through a workflow process that includes notifying all authorised staff when an invoice is waiting for their approval. Online reports are automatically generated where invoices awaiting approval are delayed or missing. These reports are configurable, so they can be set up to cover other factors critical to successful payment completion.

Internal security is built intorepparttar 103113 system, and access controls ensure that only authorised staff can open invoices or related documents. Audits are automatically maintained on all documents as they progress throughrepparttar 103114 system, so each time they are accessed or amended, time, date, identity and activity details are logged.

Where associated documents are inrepparttar 103115 system, these are stored inrepparttar 103116 same file alongside invoices so they can be located quickly and easily. Access can be gained from other systems, in which case folders and documents are displayed in a standard Web browser.

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