Managing Creative People Essay Example | Topics and Well Written Essays - 2000 words

Managing Creative muckle - Essay Example creativity means many things to many people, and it is not only found in engineering, art, and design teams within the go with. It can also be found in finance and in gross sales and marketing, even in seemingly mundane jobs as administration, records- fundinging, and logistics, now called supply chain concern, a productive federal agency of describing a complex process that is fast becoming a source of competitiveness (Tan, 1998).Creativity can be useful in developing new products, but it also helps save cost (see those suggestion boxes scattered all over the office), time, and jobs, raise revenues, increase output, motivate people, discover new customers, and throttle old stars.In fact, the problem really lies not in making people forge creativity, because they ar normally eager to exercise this power that most human beings possess. The real problems atomic number 18 first, how to ensure that they exercise useful creativity secon d, how to choose which of the creative solutions will work third, how to manage the creative process so that those whose ideas are not accepted do not stop being creative and fourth, how to turn creative ideas into profits for the company and its stockholders (Lapierre and Giroux, 2003).In this paper, we attempt to suggest concrete strategies to solve the problems of managing employee creativity with a hardly a(prenominal) basic rules establish on several decades of experience of what works and what do not work. We will refer to articles in journals, periodicals, and management classics from authors who have proven themselves in the past as competent managers.But before we begin, we need to keep two points very clear in our minds.First, we consider only an organization filled with people same you and me who think, breathe, move, and have the minimum of intelligence to be employed. These pointers on managing creativity may not work, for example, in a penitentiary work detail, or in a firm where the workers are challenged in one way or another. For examples like those, we need different models of management.Second, the creative people we want to manage are human beings whom we assume to be motivated to do well and contribute to the world by earning a comely living. Therefore, we are not talking of criminals or cult members who exercise their creativity in ways that are not considered normal.In other words, we want to discuss how to manage a group of psychologically fit people who are intelligent and highly motivated to exercise exceptional levels of creativity in their banausic work, a task that by itself is tough enough and guaranteed to make any well-intentioned manager challenged and every bit creative.The Rules of Creative EngagementHow does an ordinary manager handle creative workers We can follow a few basic rules.Dont Fake ItBefore he was hired as IBMs CEO, Louis V. Gerstner, Jr. was a McKinsey & Company consultant, thusly an executive in a company that sold credit cards (Amex), biscuits, and cigarettes (RJR Nabisco). Tapped to turn around one of the best technology companies, he admitted in his first interview for the job that he was not serve because he lacked the technical background (Gerstner, 2002, p. 10). In fact, one of the first pieces of advice he got from his older brother (a retired IBM