4.15. Identification of two innovation champions in
the business
After investigation, and interrogation of the organisation's
employees; it has been identified that employees considered Lindiwe Dube and
Malcolm Campbell who are the business owners as the innovation champions, since
they are the ones who assures the clients hunting function; and they use
several innovative ways such the guarantee of good service to clients, for the
persuasion of prospective clients and the acquirement of new markets.
The remaining part of the of the organisation corroborated
that, the above mentioned key managers are regarded as champions because of
their leadership skills that prevented the company following the global
recession to «sink». And the fact that they are considered as mentors
by other employees, confirms their identification as champions.
4.16. Analysis of the level of bureaucracy within the
company
The organisation investigated reflected a high level of lack
of bureaucracy at all level of the venture, as in terms of procedures and
policies; the organisation does not perform formally in terms of elaboration
policies, procedures, and rules. Given the fact that the working environment
reflected an open-communication type of environment where communication is made
easily and there are note barriers related to various post attribution.
Therefore, policies, procedures and rules are not elaborated formally.
The approval cycles and speed in decision making do not suffer
from any bureaucratic scheme in the organisational structure. When it comes to
the consent, agreement, acceptance of a given project; the approval cycle is
not performed formally, since employees possess a constant access to internet
via their Laptops and their «Blackerry Cell phones», the assessment,
appraisal, estimation, evaluation of a given project is made informally, with
no time restriction and/or circumstance constraints. Key managers have declared
to be working» 24/7», as any project approval can be effectuated on a
Sunday evening.
Schramm (2006) stated that Bureaucracy is, in its
quintessence, a incentive of communication whose rationale is to lessen the
amount of risk. When it comes to organizations, the risk-averting exchange of
ideas is expressed in rules that clarify employess' behaviors and control
processes. Additionally, there is also an inter-institutional dialog that
establishes rules which similarly limit individual decision making in order to
reduce risk and to comply with larger social objectives articulated by the
legislature. Unavoidably, by limiting risk, bureaucratic types of management
are perceived as unsociable to entrepreneurs. It can not be overstated by
stipulating that both in private firms and in government agencies,
entrepreneurs have often been silenced and ignored. As, their troublemaking
behaviours present a challenge to the objectives of predictable (low-risk)
results.
On can therefore conclude that, the lack of bureaucracy within
the OWHC's core business model significantly contribute to the organisational
entrepreneurial practice, sine the propensity allocated to risk-taking
behaviours within companies, is highly developed due to the inexistence of
formalities lessening employees' abilities to take risks and become
entrepreneurial.
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