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Management and Creativity : From Creative Industries to Creative Management by Chris Bilton (2006, Trade Paperback)

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Challenges the stereotypical opposition between ‘creatives’ and ‘suits’. Draws on the practical experience of individuals working in the creative industries.

About this product

Product Identifiers

PublisherWiley & Sons, Incorporated, John

ISBN-101405119969

ISBN-139781405119962

eBay Product ID (ePID)51827232

Product Key Features

Number of Pages224 Pages

Publication NameManagement and Creativity : from Creative Industries to Creative Management

LanguageEnglish

Publication Year2006

SubjectPersonal Success, General, Management

TypeTextbook

AuthorChris Bilton

Subject AreaBusiness & Economics

FormatTrade Paperback

Dimensions

Item Height0.6 in

Item Weight14.4 Oz

Item Length9.7 in

Item Width6.8 in

Additional Product Features

Intended AudienceScholarly & Professional

LCCN2006-002731

Reviews"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, 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, "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" from the foreword by Lord Puttnam "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, 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, sounder framework for understanding how to nurture creativity in the workplace." Management Today, "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" from the foreword by Lord Puttnam "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, 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, sounder framework for understanding how to nurture creativity in the workplace." Management Today

Dewey Edition22

IllustratedYes

Dewey Decimal658.4/063

Table Of ContentForeword viii Acknowledgements xi Introduction: Creativity and the Creative Industries xiii 1 Defining Creativity 1 A Tale of Two Corridors 1 What Is Creativity? 2 What Creativity Is Not 7 Case Study: A Vision in a Dream? 10 Mapping the Great Divide: From Education to the Workplace 12 The Mythology of Genius 14 Case Study: The Genius and the Water-carrier 18 False Profits: The Creative Industries 19 2 From Individuals to Processes: Creative Teams and Innovation 23 From Individuals to Teams 23 Innovation and Teams 24 Beyond Specialization: Creative Work in the Creative Industries 26 Playing Many Parts: Creative Roles in the Creative Industries 28 Case Study: Repositioning Creativity in Advertising 30 Growing the Creative Team: Familiarization or Specialization? 33 Managing the Creative Team 34 Creative Tension and the Need for Trust 39 Creative Teams Need Uncreative People 42 3 Creative Systems: Implications for Management and Policy in the Creative Industries 45 The Cultural Geography of the Creative Industries 46 The Strength of Weak Ties 47 Case Study: Theatre as a Creative System 50 Implications for Management 52 Managing Creative Systems by ''Brokering'' Knowledge 56 Implications for Policy 59 Systems and Sustainability 62 4 Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker 66 The World Turned Upside Down 66 Case Study: Changing Management Styles at the BBC 67 Whistle While You Work: Changing Theories of Employee Motivation 70 Out of Control: The Myth of the Self-motivated Creative Worker 72 The Isolation of Creative Work 74 Bounded Creativity: Creativity through Control and Constraint 76 Case Study: Musician for Hire - Boundaries for Musical Composition 78 False Freedom: The New Management Style in Practice 80 Case Study: Management in the Movies - Wise Children and Men in Suits 81 Beginnings and Endings 85 The Rules of the Game 87 5 Seeing the Pattern: Strategy, Leadership and Adhocracy 91 The Strategy Wars: Orientation versus Animation 91 Strategy and Creativity 92 Strategy in an Open System 96 Case Study: Emergent Patterns in Film Marketing 97 Strategy as Continuity in Change 102 Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation 106 Strategy and Posthocracy: Being Decisive 108 Strategy as Process 111 6 Business Development and Organizational Change 116 What Is Organizational Change? 116 The Change Cycle 118 Incremental Change 121 Case Study: Creativity and Change at Marks and Spencer 122 The Aesthetics of Organizational Change: Organizational Integrity 126 Aligning Individual and Collective Change 129 Evolutionary Change 132 Creativity and Change 135 7 From Creative Marketing to Creative Consumption 138 Symbolic Goods 138 Postmodern Marketing 139 Case Study: Arts Marketing - From Products to Experiences 142 From Segments to Sub-cultures: Bringing the Audience Back in 145 The New Value Chain 147 Case Study: In Search of Oldton 149 Towards the Social Product 151 Letting Go 153 The Aesthetics of Marketing 155 8 The Politics of Creativity 159 Promoting the Creative Economy 159 Case Study: Creative New Zealand - The Branding of Creativity 163 From ''Cultural'' to ''Creative'' Industries 164 Creative Industries and Cultural Policy: Assumptions and Models 166 The Politics of Management 171 Creativity Is Difficult 172 Bibliography 176 Index 186

SynopsisIn 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., This book explores the relationship between the management of creativity and creative approaches to management. Challenges the stereotypical opposition between 'creatives' and 'suits'. Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden. Draws on the practical experience of individuals working in the creative industries. Looks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information., This book explores the relationship between the management of creativity and creative approaches to management. Challenges the stereotypical opposition between creatives and suits. Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden., 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.

LC Classification NumberHD31.B4965 2006