{"product_id":"management-and-creativity-isbn-9781405119955","title":"Management and Creativity","description":"This book explores the relationship between the management of creativity and creative approaches to management.\u003cbr\u003e \u003cul class=\"noindent\"\u003e \u003cli\u003eChallenges the stereotypical opposition between ‘creatives’ and ‘suits’.\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eDraws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden.\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eDraws on the practical experience of individuals working in the creative industries.\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eLooks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information.\u003c\/li\u003e \u003c\/ul\u003e  Foreword. \u003cp\u003eAcknowledgements.\u003c\/p\u003e \u003cp\u003eIntroduction: Creativity and the Creative Industries.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Defining Creativity\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003eA Tale of Two Corridors.\u003c\/p\u003e \u003cp\u003eWhat Is Creativity?.\u003c\/p\u003e \u003cp\u003eWhat Creativity Is Not.\u003c\/p\u003e \u003cp\u003eCase Study: A Vision in a Dream?.\u003c\/p\u003e \u003cp\u003eMapping the Great Divide: From Education to the Workplace.\u003c\/p\u003e \u003cp\u003eThe Mythology of Genius.\u003c\/p\u003e \u003cp\u003eCase Study: The Genius and the Water-carrier.\u003c\/p\u003e \u003cp\u003eFalse Profits: The Creative Industries.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. From Individuals to Processes: Creative Teams and Innovation\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003eFrom Individuals to Teams.\u003c\/p\u003e \u003cp\u003eInnovation and Teams.\u003c\/p\u003e \u003cp\u003eBeyond Specialization: Creative Work in the Creative Industries.\u003c\/p\u003e \u003cp\u003ePlaying Many Parts: Creative Roles in the Creative Industries.\u003c\/p\u003e \u003cp\u003eCase Study: Repositioning Creativity in Advertising.\u003c\/p\u003e \u003cp\u003eGrowing the Creative Team: Familiarization or Specialization?.\u003c\/p\u003e \u003cp\u003eManaging the Creative Team.\u003c\/p\u003e \u003cp\u003eCreative Tension and the Need for Trust.\u003c\/p\u003e \u003cp\u003eCreative Teams Need Uncreative People.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Creative Systems: Implications for Management and Policy in the Creative Industries\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003eThe Cultural Geography of the Creative Industries.\u003c\/p\u003e \u003cp\u003eThe Strength of Weak Ties.\u003c\/p\u003e \u003cp\u003eCase Study: Theatre as a Creative System.\u003c\/p\u003e \u003cp\u003eImplications for Management.\u003c\/p\u003e \u003cp\u003eManaging Creative Systems by ‘Brokering’ Knowledge.\u003c\/p\u003e \u003cp\u003eImplications for Policy.\u003c\/p\u003e \u003cp\u003eSystems and Sustainability.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe World Turned Upside Down.\u003c\/p\u003e \u003cp\u003eCase Study: Changing Management Styles at the BBC.\u003c\/p\u003e \u003cp\u003eWhistle While You Work: Changing Theories of Employee Motivation.\u003c\/p\u003e \u003cp\u003eOut of Control: The Myth of the Self-motivated Creative Worker.\u003c\/p\u003e \u003cp\u003eThe Isolation of Creative Work.\u003c\/p\u003e \u003cp\u003eBounded Creativity: Creativity through Control and Constraint.\u003c\/p\u003e \u003cp\u003eCase Study: Musician for Hire -- Boundaries for Musical Composition.\u003c\/p\u003e \u003cp\u003eFalse Freedom: The New Management Style in Practice.\u003c\/p\u003e \u003cp\u003eCase Study: Management in the Movies -- Wise Children and Men in Suits.\u003c\/p\u003e \u003cp\u003eBeginnings and Endings.\u003c\/p\u003e \u003cp\u003eThe Rules of the Game.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Seeing the Pattern: Strategy, Leadership and Adhocracy\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003eThe Strategy Wars: Orientation versus Animation.\u003c\/p\u003e \u003cp\u003eStrategy and Creativity.\u003c\/p\u003e \u003cp\u003eStrategy in an Open System.\u003c\/p\u003e \u003cp\u003eCase Study: Emergent Patterns in Film Marketing.\u003c\/p\u003e \u003cp\u003eStrategy as Continuity in Change.\u003c\/p\u003e \u003cp\u003eCase Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation.\u003c\/p\u003e \u003cp\u003eStrategy and Posthocracy: Being Decisive.\u003c\/p\u003e \u003cp\u003eStrategy as Process.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Business Development and Organizational Change.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Organizational Change?.\u003c\/p\u003e \u003cp\u003eThe Change Cycle.\u003c\/p\u003e \u003cp\u003eIncremental Change.\u003c\/p\u003e \u003cp\u003eCase Study: Creativity and Change at Marks and Spencer.\u003c\/p\u003e \u003cp\u003eThe Aesthetics of Organizational Change: Organizational Integrity.\u003c\/p\u003e \u003cp\u003eAligning Individual and Collective Change.\u003c\/p\u003e \u003cp\u003eEvolutionary Change.\u003c\/p\u003e \u003cp\u003eCreativity and Change.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. From Creative Marketing to Creative Consumption.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSymbolic Goods.\u003c\/p\u003e \u003cp\u003ePostmodern Marketing.\u003c\/p\u003e \u003cp\u003eCase Study: Arts Marketing -- From Products to Experiences.\u003c\/p\u003e \u003cp\u003eFrom Segments to Sub-cultures: Bringing the Audience Back in.\u003c\/p\u003e \u003cp\u003eThe New Value Chain.\u003c\/p\u003e \u003cp\u003eCase Study: In Search of Oldton.\u003c\/p\u003e \u003cp\u003eTowards the Social Product.\u003c\/p\u003e \u003cp\u003eLetting Go.\u003c\/p\u003e \u003cp\u003eThe Aesthetics of Marketing.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. The Politics of Creativity.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePromoting the Creative Economy.\u003c\/p\u003e \u003cp\u003eCase Study: Creative New Zealand -- The Branding of Creativity.\u003c\/p\u003e \u003cp\u003eFrom ‘Cultural’ to ‘Creative’ Industries.\u003c\/p\u003e \u003cp\u003eCreative Industries and Cultural Policy: Assumptions and Models.\u003c\/p\u003e \u003cp\u003eThe Politics of Management.\u003c\/p\u003e \u003cp\u003eCreativity Is Difficult.\u003c\/p\u003e \u003cp\u003eBibliography.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e  \"This important book demonstrates exactly why a full understanding of creativity really matters – not only in the context of developing more vibrant and personally satisfying areas of economic activity, but even more importantly, in its ability to help us develop a better understanding of the value of creative individuals in the 21st century\" \u003ci\u003efrom the foreword by Lord Puttnam\u003c\/i\u003e\u003cbr\u003e \u003cp\u003e\"This is an exceptional book in three respects. Firstly, it is a book about management that truly appreciates the creative process. Secondly, it is a book about creativity that understands and seeks to engage with practical business realities. And, finally, \u003ci\u003eManagement and Creativity\u003c\/i\u003e actually proves its own thesis: that the best thinking occurs when the worlds of “creativity” and “business” intersect.\" \u003ci\u003eStephen Cummings, Victoria University of Wellington\u003c\/i\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\"The book will appeal to a broad audience of creatives, policy-markers and students looking for an alterantice, sounder framework for understanding how to nurture creativity in the workplace.\" \u003ci\u003eManagement Today\u003c\/i\u003e\u003c\/p\u003e \u003cb\u003eDr Chris Bilton\u003c\/b\u003e is Lecturer in the Centre for Cultural Policy Studies and Director of the MA in Creative and Media Enterprises at the University of Warwick. Previously, he has worked as a performer, writer, community arts worker and arts development officer.  In this book, Chris Bilton, who has worked as a performer, writer, arts worker and academic, challenges the stereotypical opposition between ‘creatives’ and ‘suits’. Creativity, he suggests, is not just about spontaneous discovery and inspiration, it is also a self-conscious, deliberately managed process. Similarly, management is not only shaped by rational processes, it also involves insight, intuition, creativity and risk. \u003cbr\u003e \u003cp\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003eBilton draws on the work of management theorists and creativity theorists, and on the practical experience of individuals working in creative industries, in his attempt to improve our understanding of the relationship between the management of creativity and creative approaches to management. His work forms part of a wider move to consider the relevance of creative processes and structures in our new, creative economy.\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47989559066853,"sku":"NP9781405119955","price":110.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781405119955.jpg?v=1761784595","url":"https:\/\/k12savings.com\/products\/management-and-creativity-isbn-9781405119955","provider":"K12savings","version":"1.0","type":"link"}