Chris Bilton

Management and Creativity

• Broschiertes Buch

Produktbeschreibung

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. Bilton 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.

Produktdetails

• Verlag: Open Stax Textbooks
• Seitenzahl: 224
• Erscheinungstermin: 11. September 2006
• Englisch
• Abmessung: 254mm x 178mm x 12mm
• Gewicht: 416g
• ISBN-13: 9781405119962
• ISBN-10: 1405119969
• Artikelnr.: 21948243

Autorenporträt

Dr Chris Bilton 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.

Inhaltsangabe

Foreword.

Acknowledgements.

Introduction: Creativity and the Creative Industries.

1. Defining Creativity.

A Tale of Two Corridors.

What Is Creativity?.

What Creativity Is Not.

Case Study: A Vision in a Dream?.

Mapping the Great Divide: From Education to the Workplace.

The Mythology of Genius.

Case Study: The Genius and the Water-carrier.

False Profits: The Creative Industries.

2. From Individuals to Processes: Creative Teams andInnovation.

From Individuals to Teams.

Innovation and Teams.

Beyond Specialization: Creative Work in the CreativeIndustries.

Playing Many Parts: Creative Roles in the CreativeIndustries.

Case Study: Repositioning Creativity in Advertising.

Growing the Creative Team: Familiarization orSpecialization?.

Managing the Creative Team.

Creative Tension and the Need for Trust.

Creative Teams Need Uncreative People.

3. Creative Systems: Implications for Management and Policyin the Creative Industries.

The Cultural Geography of the Creative Industries.

The Strength of Weak Ties.

Case Study: Theatre as a Creative System.

Implications for Management.

Managing Creative Systems by 'Brokering'Knowledge.

Implications for Policy.

Systems and Sustainability.

4. Managing Creative Work through Release and Control: TheMyth of the Self-motivated Creative Worker.

The World Turned Upside Down.

Case Study: Changing Management Styles at the BBC.

Whistle While You Work: Changing Theories of EmployeeMotivation.

Out of Control: The Myth of the Self-motivated CreativeWorker.

The Isolation of Creative Work.

Bounded Creativity: Creativity through Control andConstraint.

Case Study: Musician for Hire -- Boundaries for MusicalComposition.

False Freedom: The New Management Style in Practice.

Case Study: Management in the Movies -- Wise Children and Men inSuits.

Beginnings and Endings.

The Rules of the Game.

5. Seeing the Pattern: Strategy, Leadership andAdhocracy.

The Strategy Wars: Orientation versus Animation.

Strategy and Creativity.

Strategy in an Open System.

Case Study: Emergent Patterns in Film Marketing.

Strategy as Continuity in Change.

Case Study: Are You Paying Attention? Jazz, Improvisation andCreative Listening in Strategy Formation.

Strategy and Posthocracy: Being Decisive.

Strategy as Process.

6. Business Development and Organizational Change.

What Is Organizational Change?.

The Change Cycle.

Incremental Change.

Case Study: Creativity and Change at Marks and Spencer.

The Aesthetics of Organizational Change: OrganizationalIntegrity.

Aligning Individual and Collective Change.

Evolutionary Change.

Creativity and Change.

7. From Creative Marketing to Creative Consumption.

Symbolic Goods.

Postmodern Marketing.

Case Study: Arts Marketing -- From Products to Experiences.

From Segments to Sub-cultures: Bringing the Audience Backin.

The New Value Chain.

Case Study: In Search of Oldton.

Towards the Social Product.

Letting Go.

The Aesthetics of Marketing.

8. The Politics of Creativity.

Promoting the Creative Economy.

Case Study: Creative New Zealand -- The Branding ofCreativity.

From 'Cultural' to 'Creative'Industries.

Creative Industries and Cultural Policy: Assumptions andModels.

The Politics of Management.

Creativity Is Difficult.

Bibliography.

Index.

Rezensionen

"This important book demonstrates exactly why a full understandingof creativity really matters - not only in the context ofdeveloping more vibrant and personally satisfying areas of economicactivity, but even more importantly, in its ability to help usdevelop a better understanding of the value of creative individualsin the 21st century" from the foreword by Lord Puttnam

"This is an exceptional book in three respects. Firstly, it is abook about management that truly appreciates the creative process.Secondly, it is a book about creativity that understands and seeksto engage with practical business realities. And, finally,Management and Creativity actually proves its own thesis:that the best thinking occurs when the worlds of"creativity" and "business" intersect."Stephen Cummings, Victoria University of Wellington

"The book will appeal to a broad audience of creatives,policy-markers and students looking for an alterantice, sounderframework for understanding how to nurture creativity in theworkplace." Management Today