Structure:

Aim

Introduction

Main part

1. Creativity 1.1. Nature & origins of creativity 1.2. Creativity within the business

1.3. Creative employees and creative managers as part of creative corporate culture 1.4. Creative management and ways of its deployment

2. Google facts

2.1. Position and achievements 2.2. Creational policy and its implementation

3. Toyota bits

3.1. Position and achievements 3.2. Creation in organizational structure

Conclusion

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Aim

Our report develops the concept of creation in general and creation in the field of business activity; it defines the notion of what creative management and creative corporate culture is and finds out their influence on the process of managing the company. We try to make a conclusion about what types of companies use creativity of employees most successfully; what fields of business and market need creativity most and use creativity most; what the process of ‘crowdsourcing’ actually is and how it is organized in companies of different types.

The aim of our work is after having studied information about creativity, its ways and means of its realization in the field of management, to decide which particularly plays the main part in progress and innovation - creative managers, creative employees, creative atmosphere or creative corporate culture as a strategic resource in business on examples of companies of different level, history and origin with different management system.

For our purposes we chose two well known companies which represent different countries, different cultures, different approaches in development and different attitudes to creative management. Both of them American Google and Japanese Toyota are examples of outstanding and non-routine types of organizations. Studying their examples will help us to understand how to build up the team, how to establish creative corporate culture within the business surroundings, and more importantly how to ‘filter out’ the ideas which will turn out to be necessary for future success from the variety of things occurring during the absorbing process of making money. Besides finding and filtering out constructive creativity, one of most important issues is to feature out how to organize and make clear and quick way for progressive mind and ideas on every stage of hierarchical structure of a firm depending on the company’s age, position and level.

In our report we specifically propose to answer the following questions:

• What are possibilities to use creativity as a functional resource in business?

• What proves that creativity of employees has a positive impact on organizational performance?

• What are the features of a creational management system?

• How to create atmosphere that helps generating ideas?

• How to recognize and immediately estimate the valuable grain of progressive creative thought?

• What are the barriers to generating and using creativity in modern business situation?

• How to improve the route for the progressive creative thought from its generator (a clerk at any position) through its accelerator (chief manager) to the decision maker (CEO or any managing director) and to its successful implementation that will lead to innovation and social effect?

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Introduction

Nowadays creativity is a popular word, adopted by nearly every language in the world. Whether it is linked to people, companies, etc. - creativity establishes an image of something positive and dynamic, economic and social innovation.

The history of management is closely connected with innovation, which is a synonym to prosperity, power and success, and innovation in its turn is triggered into progress by creativity. Is it creativity of staff, creative management or creative corporate culture that makes this general positive effect? How exactly and by which means is it achieved?

Can we imagine a genius Greek inventor crying ‘Eureka!’ while sitting in a stuffy office in a 9 to 5 job with all kinds of tasks, deadlines and reports, under control of the tough corporate management system? What would he have created under such circumstances? Who and how has to manage to see the genius and to ‘filter out’ the weak voice of innovation through office routine?

While studying Jennifer Whyte’s report “Management of creativity and design within the firm“, we find a phrase: ‘Creativity - deployed via different styles but present across workforce.’ 1 To her mind there exists extensive evidence to support the view that staff is the main engine for creativity and therefore progress and prosperity.

On the other hand there is exists a point that only staff themselves separated and distanced from the management system, not being led correctly or given appropriate instructions and not surrounded by corresponding prepossessing atmosphere are not able to generate essential quantity of necessary creative ideas. This leads us to the thought that management is considered to have appeared because of the need to develop organizational system in every aspect of business and production life, especially human resources. And human resources are the so called depositary of all forces to move production and progress, especially the depositary of seeing facts from a different point of view, and they are great idea generators, but of course under wise management.

responsibilities. Approval to this idea can be found in the survey ‘The impact of culture on creativity. A Study prepared for the European Commission (Directorate-General for Education and Culture)’. There the author indicates that ‘…Importantly this is not the province of specialists or gifted individuals but a common human capability’. 3

Jennifer Whyte proceeds with the idea that organizations now find that among their assets there are not only land, labour and capital but also ‘continual innovation’, which she sees as having to become more responsive and flexible, to react more quickly to any changes and to any circumstances in the market situation. _______________________

¹ Jennifer Whyte: Management of creativity and design within the firm, DTI ‘Think Piece’, Imperial College London, p.2

² Pradip N. Khandwalla: (2003) - ‘Corporate creativity: the winning edge’, p.161

3 The impact of culture on creativity.: (2009), A Study prepared for the European Commission (Directorate-General for Education and Culture), European Affairs, p.3

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The author presents her view of the role played by creativity in the ‘generic innovation process’. She characterizes this as an act which involves ‘Triggering the process - Strategic choice -Implementation’ as its phases which make ‘impacts on competitiveness’ ⁴ .

Different authors fill this term of creativity with slightly different meaning. So it is our task to study different points of view on creation and creativity and make our own conclusion.

_______________________

⁴ Jennifer Whyte, Management of creativity and design within the firm, DTI ‘Think Piece’, Imperial College London, p.2

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