Code Bhawna Assignment1

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Corporate Innovation and Entrepreneurship Critical Evaluation of selected Vignettes 1 | P a g e

Table of Contents Introduction ................................................................................................................................ 3 Scenarios ................................................................................................................................ 3 Evaluation of Vignette A ........................................................................................................... 4 Rationale behind strategic ineffectiveness ............................................................................. 4 Recommendations for Vignette A .......................................................................................... 4 Evaluation of Vignette B ............................................................................................................ 5 Rationale behind strategic ineffectiveness ............................................................................. 5 CPS (Collaborative-Problem Solving Approach) .................................................................. 6 Design Thinking ..................................................................................................................... 6 Recommendations for Vignette B .......................................................................................... 7 Application of theory ................................................................................................................. 7 Analysis ...................................................................................................................................... 8 Conclusion .................................................................................................................................. 9 References ................................................................................................................................ 10 2 | P a g e

Introduction The TUI group is a well-known and established player in the European hospitality and tourist industries. Its main office is in Germany. It is incredibly well-known and regarded as one of the most reliable institutions in the UK. The company in the United Kingdom market where it has been able to establish itself as a very successful business by its unrelenting efforts to provide clients with quality goods and services (Caligiuri et al., 2020). Employees are regarded as key stakeholders, as they have contributed to the growth and success of the organization through ingrained principles and a culture that foster a safe and highly motivating environment.In order to guarantee a high percentage of staff motivation, contentment, and retention, the firm rigidly follows a more employee-oriented policy. The organization recognizes and values the efforts made by its staff in delivering high-quality goods and services and maintaining a high level of customer satisfaction. TUI Group has faced certain difficulties with innovation and creativity, nevertheless, thanks to corporate entrepreneurship and strong, moral leadership. In the study, there are two vignettes that represent the two explored and examined circumstances. In order to avoid further disruptions to business as usual, management of the firm needs to give these two scenarios or situations more attention (Chirumbolo et al., 2021). Based on the examination of the two circumstances, the report highlights some credible recommendations. Scenarios This research examines two scenarios or vignettes that the TUI launched to support employee entrepreneurship while fostering creativity and innovation. The following are more details regarding these scenarios or vignettes: Vignette A - For the purpose of fostering more inventive thinking and creative problem- solving among its workforce, the company and its management had started offering Master Classes(Duartha et al., 2020). The business had intended to look into and identify potential leaders for the group. To carry out these tasks, it had hired an outside trainer. Vignette B - The business had suggested holding hackathons to foster a collaborative and creative work environment. It appointed a commercial team and delegated a light bulb lab with the goal of resolving departmental internal problems. Every year, the marketing department hosts a forum to encourage discussion and the exchange of ideas for enhancing 3 | P a g e

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the client experience. The Organization's Strategy Group holds a monthly meeting that focuses primarily on larger initiatives and how they are carried out. Evaluation of Vignette A Rationale behind strategic ineffectiveness The abrupt onset of the covid-19 epidemic, which has already greatly increased obstacles in the international hospitality and tourist industries, is a very important factor contributing to the TUI Group's poor financial performance. The epidemic has had a profound impact on the whole hospitality and tourism sector globally, and the UK economy is no exception. The hospital tourism industry has encountered difficulties from every direction as a result of government guidelines and limits, mandates on publics' physical movement, lockdowns, global travel, social hostility, global trade, etc. These factors have an impact on every sector (Ibrahim and Daniel, 2019). The worst effects of the pandemic situation have also put a strain on the TUI Group, which is now in the post-pandemic phase of recovery along with the rest of the industry. The industry is recovering slowly from the pandemic's actual effects, and it will take some time to get over the intense shock of the situation. However, several modifications have been noted as a result of the pandemic situation's long-term effects, including as a decline in desire for foreign travel. It is also true that in recent months, demand for travel abroad as well as for hospitality and tourism services has increased. There are still some obvious challenges facing the sector, such as the lack of human resources in the aviation business as a result of the pandemic scenario, which forced organizations to minimize costs by decreasing resources. Due to the airline companies' inability to manage the operations with a little personnel, numerous flights are being cancelled. Many airports are experiencing difficulties as a result of flight cancellations and delays, and customer dissatisfaction is rising as well (Kalra et al ., 2018). These problems have caused significant obstacles, which are adversely hurting the TUI Group's business. These problems have made it difficult for the organization to concentrate on innovation and creativity inside the corporate culture. Recommendations for Vignette A The following recommendations were developed based on the observations observed in the frameworks mentioned above: 4 | P a g e

 The TUI Group should be aware of the chances that can assist its management in enhancing inventive and creative thinking,  Including training activities with the lessons to foster analytical and problem-solving thinking  Including innovative ideas or practises in the firm's plans  Choosing a trained internal supervisor with expertise in the company's operations to train the staff in the Master Class rather than an outside tutor including these training actions in employee training sessions after recruitment to instil these abilities from the start of employment. Evaluation of Vignette B Rationale behind strategic ineffectiveness Reasons for strategic inefficiency the circumstance mentioned in the following vignette involves concerns about data exchange and timely correspondence pertaining to several of the TUI Group's initiatives and studios. For instance, the company routinely organises hackathons, which are initiatives for developing new applications for addressing a few business and local concerns, with the participation of diverse partners such as employees, clients, and local residents (Kumar et al ., 2021). However, the problem is that many of these enterprises have developed apps that cannot be recognized in accordance with the IT and information protection standards since there are a lack of understanding about the pertinent IT and information security and insurance policies and regulations. The company held a hackathon in the Northern region in 2021 to create clever solutions or applications to address various business concerns. As a result of the lack of legitimate compliance with IT and information security standards and practices, these jobs could not be made appropriate, and the arrangements could not be promoted. Additionally, the missions had insufficient support from the organization's IT department, which resulted in a lack of comprehension of the arrangements and, shockingly, the failure of some of the developed apps. In order to provide better client-centered solutions to the target customers, the company organized a Data Science Hackathon. However, the problem with these agreements was that they were not exactly in line with the organization's assets, capabilities, or foundation. They also lacked a few key features that would have been necessary in the UK's neighbourliness and travel sectors, which are both modern and rapidly developing (Mazhisham et al., 2022). These problems have done serious harm to the organization's organised approach to encouraging 5 | P a g e

creativity. Employee disengagement and lack of support for the company's initiatives reduced the effectiveness of these measures. Another factor contributing to the failure of these approaches is a lack of targeted management and leadership participation. The personnel had lost motivation to actively engage in the training procedures due to their minimal presence. CPS (Collaborative-Problem Solving Approach) Defining the Problem - Defining the issue or concern that has an impact on productivity is the first stage in the CPS process. The group should get knowledgeable about the problems and impart that information to the other team members (Stages of the Collaborative Problem Mikołajczyk, 2021). Formulating Criteria for Assessment - The company should develop the essential standards for evaluating the approaches. This helps them to follow an organised path while creating and carrying out a strategy based on the information these criteria provide (Mikołajczyk, 2021). Formulating an Approach - After creating the criteria, the company should create a strategy that focuses on resolving the current problems. Both management and staff should be in favour of this. Assessment of the Approaches - Prior to delivering the technique or plan for implementation, the company should evaluate its prospects after developing it. This gives them the opportunity to address the contradictions that can cause enormous harm when being executed (Mikołajczyk, 2021). Design Thinking Design Thinking is a methodical iterative approach that helps the business come up with and implement creative solutions to problems by helping users understand the obstacles that are currently facing them (Moustafa and Al-Habib, 2020). This strategy is important because it helps the company identify different strategies and solutions depending on the knowledge or understanding they have acquired. The company can use this iterative process to gain a fresh perspective on the problems at hand and on how to think about them in order to come up with new solutions. Recommendations for Vignette B  When formulating its strategies and tactics, the company should adhere to the design thinking strategy (Murtell, 2022). 6 | P a g e

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 Reward or bonus schemes for the winners should be put in place to encourage staff collaboration. This encourages them to participate in events like talks and hackathons (Think Kids, 2022).  In order to get greater outcomes from the personnel, it requires to carry out these tasks on a regular basis.  The company should aggressively assist its IT staff in creating numerous cutting-edge initiatives and tactics. Application of theory It is vital to use numerous tactics if want to prosper in the marketplace and get positive consequences. Here are certain additional approaches for nurturing creative thinking: Analytical Thinking - With the use of this visual thinking technique, problems can be resolved quickly and successfully. This involves breaking down significant obstacles and problems into simpler, more manageable bits utilizing a logical, step-by-step thought method. Critical Thinking- It is described as a process for weighing the available data before making a choice(Murtell, 2022). There are various definitions of critical thinking, including those for scepticism, evaluation, rationality, and examination of factual information. The notion of critical thinking is highly complex. Creative Thinking - Innovation or the ability to create original works of art for the market is referred to as creativity. Innovative work can be done to achieve positive results using this method of thinking. Logical Thinking - It is described as a method that uses logic to arrive at a conclusion. A variety of circumstances and problems require structure, relationships among the facts, and chains of reasoning for logical thought to make sense. Reflective Thinking - Experience and behavior are taken into account in terms of their extensive background, implications, and meanings. Based on the author's successful and efficient acquisition of experience, the reflection is based on the author's reflection (Shrivastava, 2020). To promote creative problem-solving skills and corporate entrepreneurship, a training programme using the development approach is developed. Analysis 7 | P a g e

The TUI Group should focus on creating and sustaining a supportive environment for employee training and development as its primary strategy. The training should focus on internal leadership, corporate entrepreneurial potential, and innovation. The organization's leaders should oversee and implement the training programmers, which should center on inspiring each human resource with a shared goal. To be able to oversee how the external trainers are managing the training programmers, some senior employees may also be assigned to manage internal training programmers (Tang et al., 2021). The internal trainers should concentrate on internal training initiatives to ensure more employee-focused services and programmers. The internal policies of the company should clearly outline and communicate information on the perks and privileges of the employees. Motivating employees and raising levels of job satisfaction should be the main goals. The business's productivity will increase as a result of this plan. To ensure that every employee attends a training session, management should make the programmers required. Through the training sessions, academic knowledge and learning would be applied in a practical way. In order to help staff members acquire organization-specific information and develop decision-making skills, internal and external trainers should collaborate in order to develop a comprehensive structure. The management should involve departmental heads or managers to raise the ability of each training session so that they can ensure that their subordinates are attending and learning valuable information. Additionally, the department chiefs and supervisors set up routine evaluations to comprehend how the training sessions are progressing. TUI Group should think about using creative problem-solving techniques as soon as possible to cope with persistent development considerations and thoughts more successfully and quickly. According to the CPS paradigm, every person possesses some unique, distinct, and creative brilliance. Additionally, this process acknowledges that imagination may be developed via personal responsibility and dedication. Innovative critical thinking methodologies can be divided into two categories, such as concurrent and dissimilar reasoning methods. By having an impact on a small group during the period spent using decisive reasoning and critical thinking, the diverse imaginative reasoning style encompasses the improvement of multiple solutions for a particular problem. The heads of the TUI Group are therefore instructed to follow this cycle in order to carry out their daily business directions and thought processes. originality of thought Working with representatives, conceptualization strategy promotes a range of critical thinking concepts. This strategy can be used to improve ineffective data and information sharing across various departments. The 8 | P a g e

development of several solutions to enhance coordination and communication among administrative staff, employees, clients, and residents is another benefit of conceptualization techniques. TUI group leaders can also employ the creative critical thinking method known as complex thinking (Mindtools, 2021). Concurrent reasoning's primary objective is to turn a small number of created ideas into the most useful and advantageous course of action that produces the best outcomes for your company. Sifting, choosing, researching, and refining imaginative and creative ideas are steps in a shared thought cycle that typically concludes with picking the best answer to a problem. Conclusion To sum up, TUI Group has experienced certain difficulties with its corporate entrepreneurship, leadership, and innovation strategies, which are to blame for the company's performance not living up to expectations. The examination of the two vignettes in this case indicated certain issues with the implementation of strategic decisions, such as the limitations of efficient information management and sharing between management professionals and staff members across various organizational departments. Additionally, there is a lack of effective planning to incorporate various resources and competencies for developing an organizational culture that supports corporate entrepreneurship, innovation, and leadership. As a result, the company is given a number of recommendations for enhancing its current management decision-making and expanding its potential for future competitive advantage and growth within the UK tourism and hospitality sectors. 9 | P a g e

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References Caligiuri, P., Cieri, H. D., and Minbaeva, D. 2020. International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies volume 51, p. 697–713. Chirumbolo, A., Callea, A. and Urbini, F., 2021. The Effect of Job Insecurity and Life Uncertainty on Everyday Consumptions and Broader Life Projects during COVID-19 Pandemic. International Journal of Environmental Research and Public Health 18(10), p. 5363. Duartha, I. W., Putra, I. N. D., Dwijendra, D. I. N. K. A. and Antara, I. K., 2020. The Effectiveness of Strategic Management and Leadership Style on Performance of Local Hotel Operators in Managing Hotel Unit Businesses in Ubud Bali, Indonesia. Journal of Social and Political Sciences, Vol.3(3), pp. 800-805. Ibrahim and Daniel, 2019. Impact of leadership on organisational performance. International Journal of Business, Management and Social Research; 6(2), pp. 367-374. Kalra, S., Padacheril, M. and Chandak, S., 2018. TO STUDY THE IMPACT OF JIO ON THE INDIAN TELECOM INDUSTRY THROUGH THEIR MARKETING STRATEGIES. International Journal of Creative Research Thoughts; 6(1), pp. 907-913. Kumar, P., Kumar, N., Aggarwal, P. and Yeap, J. A., 2021. Working in lockdown: the relationship between COVID-19 induced work stressors, job performance, distress, and life satisfaction. Current Psychology 40, p. 6308–6323. Mazhisham, P. H., Khalid, M. Y., and Manap, R., 2018. Identification of Training Needs Assessment in Organizational Context. International Journal of Modern Trends in Social Sciences Vol 1(5), pp. 20-30. Mikołajczyk, K., 2021. Changes in the approach to employee development in organisations as a result of the COVID-19 pandemic. European Journal of Training and Development. Moustafa and Al-Habib, 2020. Leadership and organizational performance: Is it essential in healthcare systems improvement? A review of literature. Saudi Journal of Anesthesia; 14(1), pp. 69-76. Murtell, J., 2022. The 5 Phases of Design Thinking. [online] American Marketing Association. Available at: [Accessed 19 August 20 10 | P a g e

Shrivastava, M., 2020. Of Changing Needs and Mismatched Expectations: Teaching Business Communication in Indian Business Schools. Journal of Creative Communications; 15(3), pp. 354-374. Tang, C., Ma, H., Naumann, S. E. and Xing, Z., 2020. Perceived Work Uncertainty and Creativity During the COVID-19 Pandemic: The Roles of Zhongyong and Creative SelfEfficacy. Front. Psychol. 11:596232., pp. 1-10. Think:Kids. 2022. Collaborative Problem Solving® | Think:Kids. [online] Available at: [Accessed 19 August 2022]. Mindtools, 2021. Brainstorming: Generating Many Radical, Creative Ideas. [online] Mindtools.com. 11 | P a g e

Code Bhawna Assignment1

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