{"product_id":"management-and-creativity-9781405119955","title":"Management and Creativity","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis 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.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\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\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eForeword. \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","brand":"John Wiley and Sons Ltd","offers":[{"title":"Default Title","offer_id":49407857197399,"sku":"9781405119955","price":55.79,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781405119955.jpg?v=1730500757","url":"https:\/\/bookcurl.com\/products\/management-and-creativity-9781405119955","provider":"Book Curl","version":"1.0","type":"link"}