{"product_id":"management-and-creativity-isbn-9781405119962","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 \u003cp\u003eForeword viii\u003c\/p\u003e \u003cp\u003eAcknowledgements xi\u003c\/p\u003e \u003cp\u003eIntroduction: Creativity and the Creative Industries xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Defining Creativity 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Tale of Two Corridors 1\u003c\/p\u003e \u003cp\u003eWhat Is Creativity? 2\u003c\/p\u003e \u003cp\u003eWhat Creativity Is Not 7\u003c\/p\u003e \u003cp\u003eCase Study: A Vision in a Dream? 10\u003c\/p\u003e \u003cp\u003eMapping the Great Divide: From Education to the Workplace 12\u003c\/p\u003e \u003cp\u003eThe Mythology of Genius 14\u003c\/p\u003e \u003cp\u003eCase Study: The Genius and the Water-carrier 18\u003c\/p\u003e \u003cp\u003eFalse Profits: The Creative Industries 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 From Individuals to Processes: Creative Teams and Innovation 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom Individuals to Teams 23\u003c\/p\u003e \u003cp\u003eInnovation and Teams 24\u003c\/p\u003e \u003cp\u003eBeyond Specialization: Creative Work in the Creative Industries 26\u003c\/p\u003e \u003cp\u003ePlaying Many Parts: Creative Roles in the Creative Industries 28\u003c\/p\u003e \u003cp\u003eCase Study: Repositioning Creativity in Advertising 30\u003c\/p\u003e \u003cp\u003eGrowing the Creative Team: Familiarization or Specialization? 33\u003c\/p\u003e \u003cp\u003eManaging the Creative Team 34\u003c\/p\u003e \u003cp\u003eCreative Tension and the Need for Trust 39\u003c\/p\u003e \u003cp\u003eCreative Teams Need Uncreative People 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Creative Systems: Implications for Management and Policy in the Creative Industries 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Cultural Geography of the Creative Industries 46\u003c\/p\u003e \u003cp\u003eThe Strength of Weak Ties 47\u003c\/p\u003e \u003cp\u003eCase Study: Theatre as a Creative System 50\u003c\/p\u003e \u003cp\u003eImplications for Management 52\u003c\/p\u003e \u003cp\u003eManaging Creative Systems by ‘Brokering’ Knowledge 56\u003c\/p\u003e \u003cp\u003eImplications for Policy 59\u003c\/p\u003e \u003cp\u003eSystems and Sustainability 62\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker 66\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe World Turned Upside Down 66\u003c\/p\u003e \u003cp\u003eCase Study: Changing Management Styles at the BBC 67\u003c\/p\u003e \u003cp\u003eWhistle While You Work: Changing Theories of Employee Motivation 70\u003c\/p\u003e \u003cp\u003eOut of Control: The Myth of the Self-motivated Creative Worker 72\u003c\/p\u003e \u003cp\u003eThe Isolation of Creative Work 74\u003c\/p\u003e \u003cp\u003eBounded Creativity: Creativity through Control and Constraint 76\u003c\/p\u003e \u003cp\u003eCase Study: Musician for Hire – Boundaries for Musical Composition 78\u003c\/p\u003e \u003cp\u003eFalse Freedom: The New Management Style in Practice 80\u003c\/p\u003e \u003cp\u003eCase Study: Management in the Movies – Wise Children and Men in Suits 81\u003c\/p\u003e \u003cp\u003eBeginnings and Endings 85\u003c\/p\u003e \u003cp\u003eThe Rules of the Game 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Seeing the Pattern: Strategy, Leadership and Adhocracy 91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Strategy Wars: Orientation versus Animation 91\u003c\/p\u003e \u003cp\u003eStrategy and Creativity 92\u003c\/p\u003e \u003cp\u003eStrategy in an Open System 96\u003c\/p\u003e \u003cp\u003eCase Study: Emergent Patterns in Film Marketing 97\u003c\/p\u003e \u003cp\u003eStrategy as Continuity in Change 102\u003c\/p\u003e \u003cp\u003eCase Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation 106\u003c\/p\u003e \u003cp\u003eStrategy and Posthocracy: Being Decisive 108\u003c\/p\u003e \u003cp\u003eStrategy as Process 111\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Business Development and Organizational Change 116\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Organizational Change? 116\u003c\/p\u003e \u003cp\u003eThe Change Cycle 118\u003c\/p\u003e \u003cp\u003eIncremental Change 121\u003c\/p\u003e \u003cp\u003eCase Study: Creativity and Change at Marks and Spencer 122\u003c\/p\u003e \u003cp\u003eThe Aesthetics of Organizational Change: Organizational Integrity 126\u003c\/p\u003e \u003cp\u003eAligning Individual and Collective Change 129\u003c\/p\u003e \u003cp\u003eEvolutionary Change 132\u003c\/p\u003e \u003cp\u003eCreativity and Change 135\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 From Creative Marketing to Creative Consumption 138\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSymbolic Goods 138\u003c\/p\u003e \u003cp\u003ePostmodern Marketing 139\u003c\/p\u003e \u003cp\u003eCase Study: Arts Marketing – From Products to Experiences 142\u003c\/p\u003e \u003cp\u003eFrom Segments to Sub-cultures: Bringing the Audience Back in 145\u003c\/p\u003e \u003cp\u003eThe New Value Chain 147\u003c\/p\u003e \u003cp\u003eCase Study: In Search of Oldton 149\u003c\/p\u003e \u003cp\u003eTowards the Social Product 151\u003c\/p\u003e \u003cp\u003eLetting Go 153\u003c\/p\u003e \u003cp\u003eThe Aesthetics of Marketing 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The Politics of Creativity 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePromoting the Creative Economy 159\u003c\/p\u003e \u003cp\u003eCase Study: Creative New Zealand – The Branding of Creativity 163\u003c\/p\u003e \u003cp\u003eFrom ‘Cultural’ to ‘Creative’ Industries 164\u003c\/p\u003e \u003cp\u003eCreative Industries and Cultural Policy: Assumptions and Models 166\u003c\/p\u003e \u003cp\u003eThe Politics of Management 171\u003c\/p\u003e \u003cp\u003eCreativity Is Difficult 172\u003c\/p\u003e \u003cp\u003eBibliography 176\u003c\/p\u003e \u003cp\u003eIndex 186\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":47989559132389,"sku":"NP9781405119962","price":59.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781405119962.jpg?v=1761784594","url":"https:\/\/k12savings.com\/products\/management-and-creativity-isbn-9781405119962","provider":"K12savings","version":"1.0","type":"link"}