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Creativity Leadership and Business ManagementTip! Another important business management trait is align your own personal goals and objectives with that of the company's and give them full focus until each task has been completed. The more time you spent on perfecting a skill, the lesser will be the time taken to complete the task. Creativity and Innovation are often taught using airy-fairy, intangible, ungrounded, unscientific, non-useable, undefined, mysterious terminology and theories. To get a handle on it you need to talk in real, tangible, useable, measurable concepts to explore the twelve major themes that are common in all fields of creativity: 1) What are the critical differences between creativity and innovation? Are different competencies required? 2) Do "creative people" have common characteristics and, if so, what are they? Are they stable across situations? 3) Can creativity be learned and developed or is it a special gift? Why is it that some people just are more creative? 4)Why is motivation more important than nature or nurture? How can it be enhanced, measured and managed? 5) Blocks and unlocking. Organisational culture. We can all be more creative, so what is stopping us? What properties of an organisational culture cultivate productivity?
6)What properties of an organisational structure foster creativity and innovation? Organisational structure results from a number of factors and modifying it is often not desireable, so how do we get around this? 7)What is the most effective team structure? 8)What is the role of knowledge? How do we effectively collaborate and use networks to frame-break and reduce path dependency? How do we tap into tacit knowledge? Does mastering all the literature foster creativity and innovation or does over-specialisation cause blinkered vision? 9)What are the differences between radical and incremental creativity and the consequences for structures, processes, skills and resources? Is it wiser to target radical or incremental ideas? 10)Is there value in structure and goals or is "do your best" more effective? 11)Is there a process that makes insight, eureka, the aha! experience more likely? Does this process allow us to produce a stream of consistently good ideas? Tip! Your management team must be held accountable from the top echelon to every single middle manager at every position, whether a factory or outlet. Business management must be tracked just like production, marketing, advertising or sales. 12)How do we value an idea, so as to decide how to invest resources? How do we risk manage the innovation process? Learn more at http://managing-creativity.com/ Kal Bishop, MBA ********************************** You are free to reproduce this article as long as no changes are made, the author's name is retained and the link to our site URL remains active. Kal Bishop is a management consultant based in London, UK. His specialities include Knowledge Management and Creativity and Innovation Management. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached at http://managing-creativity.com/
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