Creating a Favourable environment For Managing Innovation In Organizatıon

The research on innovation had been a vast field that have drawn a lot of thinking and also creativity. The condition necessary for forming a favorable environment in the most of organisation is just a light reflecting to the proposed pathway a company can utilize so as to attaining success in innovation. Innovation according to Austrian Economist Joseph Schumpeter outlined in (The theory of economic development) where he proposed 5 types of innovation. Product, Process, Business, Source of supply, Mergers and divestment. There have been alot of works on innovation which lead to addition types of innovation. To understand the topic innovation, one must be able to also comprehend the some key components of innovation, the nature of innovation, the importance, the stages of Innovation, the categories innovation, the drivers of innovation. The strategies that we can use to motivate members is also neccessary. Further, an extensive research was conducted that lead to the proponent of six conditions that can favour the management of innovation in organisations as: The importance of teamwork and the involvement of every employee, the importance of management participation, the importance of effective communication and information flow, the importance of an innovative culture, the importance of the employees ‟vocational training”, the importace of employee’s role integration around specialties and process rather than department.


INTRODUCTION
An innovative organization is no doubt is a competent organization. It improves in either its product or service quality, therefore thrieves in a competitive market situation. Therefore, any organisation that have the ability and characteristics to channel creativity and comeout with useful and valuable results is referred to as innovative organisation. When managers mention changing an organisation to enhanced creative, it simply implies stimulation and nurturing of innovation.
Creativity can be seen as ability to merge ideas in a different way or making significant relations among ideas. In essence, crativity provides new ideas useful for quality improvement in organisation and to put the idea into action (Samuel, 2000: 519 -522). Innovations play a significant role in the life of companies and its critical to the long-run success of virtually any organisation. This statement can be termed as an postulate, which, as we know, it does not call for a verification. The managers have defined innovation in different ways; Innovation can be defined as creation of new ideas, product, services, or processes via the improvement, discovery or invention (Stewart and Lyman, 2000:146).
In another management textbook by Pearson; he defined innovation as when new ideas are been introduced to improve the organisational process, product, or service (Samuel and Trevis, 2012: 487).
As found in Oxford"s Dictionary of Business and Management innovation is been defined as; innovation was seen as when an innovator or his company a upper hand over his rivals or competitors via using a new approach to designing, producing, or marketing goods (Oxford online Reference. 2013).
The initial natural form of occurrence of innovation is as an idea which is later transformed into innovation. The process requires some factors or agent to be implemented. Innovation must be well comprehended not to be an easy task as it also have its cons and prons. The establishment of a stable and condusive environment for this changes, in other to achieve the aims and objectives of the management system is part of the focus of this study. The anticipation of likeable problems that may surface during this process and applying best strategies to solving such banes efficiently.

HISTORY AND TYPES OF INNOVATION
Their is a long history behind innovation. Early researches done on innovation had majorly addressed the organisation's ability to respond and cope with both external and internal changes (Burns and Stalker 1961;Hull and Hage 1982). Additional works have helped to differenciate and clarify innovation. Promotion of both process and product innovation have recieved reasonable emphasis irrespective of the need for change instantly (Kanter 1988). It is no longer sufficient for an organisation ability to promote process and product innovation, as such a third type of innovation has been introduced called Strategy innovation or business concept innovation. The invention of strategy or business concept innovation was as a result of the insufficiency of organisation to promote process and product innovation. F. Marketing innovations: As already known that it is a discipline, has been changing the background knowledge in the social science which serves as its backup is also changing. It is comprised of (e.g price, quality, and bahavior data, understanding of human bahaviour from psychology, anthropology and sociology ( C-suite insider, 2014). L. Incremental Innovations: Incremental product innovation concerns an existing product whose performance has been significantly enhanced or upgraded. This again can take two forms. A simple product may be improved (in terms of improved performance or lower cost) through use of higher performance components or materials, or a complex product which consists of a number of integrated technical subsystems may be improved by partial changes to one of the subsystems (OECD Frascati Manual, 2013).
M. Breakthrough /Radical Innovation: İt can be also termed as the radical innovation, as it has been stated above. It is a vital point for the two kinds of innovations and it is difficult to differentiate them. Although, differentiation can be done easily theoretically but practically tougher than it actually appears (Katz, 2009). N. Transformational Innovation: This is usually (but not always) the introduction of a technology that creates a new industry and transforms the way we live and work. This kind of innovation often eliminates existing industries or, at a minimum, totally transforms them.

NATURE OF INNOVATION
It is very vital the nature of innovations is being properly understood and discussed by the innovative organisation. venturing into innovation is very critical and their is huge potential of failure if not properly done. Without effectively innovating, it will be at the detriment of the organisations survival because they really put little attention to significance of the issue of innovation process and effectively. Thıs nature can be associated with some of the mention characteristics below: A. Innovation usually plays a key roles in reshaping productivity B. Most innovation results from previous product or ideas.
C. Innovation is pervasive throughout the economic system D. Most innovative change is a gradual process E. Radical changes are rare and largely unknowable -most changes in knowledge and technology are evolutionary

THE IMPORTANCE OF INNOVATION
In order for us to understand the need for innovaqtion. It will be essential to find answers to this important questions: A. Why is it important to innovate B. What happens when a company does not innovate

INNOVATION IN THE MODERN MANAGEMENT
Defining innovation from the modern management viewpoint; "Innovation can be defined as a process of using a new idea to the improve processes, products, or services in an organisation (Samuel and Trevis, 2012: 483 -487)" As the term broadened, there have been deeper insight and broader understanding on innovation. Christensen gave a deeper insight on the concept of innovation by resolving into newness and impact. Which he analysed in his publication, into three main types of innovation (process, product or service, and strategy), each of which can vary in terms of the degree of Newness (incremental to radical) and also the Impact (sustaining/discontinuous); (Donald et al, 2012: 45).
Henderson and Clark in 1990, used the differentiation model base where he clarified component and system knowledge to differentiate four various kinds or classes of innovation, this is illustrated in the (Tabl 1) i.e system changes. (Henderson and clark, 1990): N o v e m b e r 8 , 2 0 1 4  (Table 2) below, they are modular innovation and architecturalinnovation (Henderson and clark, 1990):

STAGES OF INNOVATION
The number of settings in which innovation occurs is also increasing. To effectively manage innovation, it will require that we understand how it is accepted in the organisations. Researchers suggest a five steps process to describe the life cycle, or stages, of innovation in business (Stewart, 2000: 160 -165): A. Invention: it is the creation of new idea or process, but invention is not the same as innovation.
B. Development:It involves taking the invention and making it practical for some purpose or Market.
C. Diffusion:It is the third stage and it is the process of getting the innovation into use by end users or customers.
D. Integration:Refers to the process of making the change permanent in the organisation.
E. Decline:It is the last and fifth stage of innovation when the innovation stops being used.

DRIVERS OF INNOVATION
Usually cost minimisation has adequately been a major driver of innovation, this does not therefore render other drivers less significant. Some measures have been frequently showing such regulatory factors stood as drivers of innovation in the Past several decades. In addition to this, the need therefore to promote the image helps and it has been related to environmental and sustainable development innovations. Having a good image therefore promotes both the customer loyalty and the companyies strategies towards growth. Some of the primary drivers of innovation include (Hamel, 1996): A. Financial pressures to decrease costs, increase efficiency, do more with less.