Introduction.

• Group.• Ghazala Arif.• Bibi Sumaira.• Huma Ayaz.• Ana Naz.• Subject;• MANAGEMEMT

Title.

How To Kill Creativity.

Definition.

• Creativity.• “Creativity is the process of bringing

something new into being. Creativity requires passion and commitment. It brings to our awareness what was previously hidden and points to new life”.

Authors.

• Wertheimer…’restructuring our knowledge’• Kelly and Rogers…’understanding how we

think’• Maslow…’primary versus secondary’• Rickards…’personal discovery process’• Gilliam…’making new connections’• Amabile…’novel and useful ideas’

Business Creativity.

• Expertise and creative thinking are an individual's raw materials-his or her natural resources, if you will. But a third factor-motivation-determines what people will actually do.

Principle of Creativity.

• People will be most creative• when they feel motivated primarily by the

interest,• satisfaction, and challenge of the work itself-

and• not by external pressures

MANAGING CREATIVITY

• Managing creativity is that how the manager manage the creativity of employee’s/ peoples

• Managers can influence all three components of creativity

• Expertise

• Creative thinking

• Motivation

What managerial practices affects the creativity?

When intrinsic motivation will yield more immediate result, managerial practices affects creativity .

• They fall into six general categories…

• 1) challenges

• 2)freedom

• 3)resources

• 4)work group features

• 5)supervisory encouregment

• Organizational support

Challenges

Making a good match requires that managers possess rich and detail information about their employs in available assignment

From individual to organization

• Executives build entire organization that support creativity

• Yes, the companies varied widely in how successful they mere producing creative work

Cont..

• Team members were initially unsure of whether they were up to the challenges that they ever given

• Their passion and interest growing through a deep involvement in the work managers knew.

• Managers were careful not to allow t0 big gaps between employs assignment and their abilities

• SOME CREATIVE IDEAS SOAR OTHER SINK…

FINDING

• People will more creative, if you give them freedom to decide how to climb specific mountain, they do it clearly specified strategic goals often enhance the people creativity.

CONCLUSION

• It is far more important that who ever set the goals also make them clear to the organization and that these goals remain stable for meaningful periods of time

Great rewards and risks..

• The important lesson of the National and Chemical stories is that fostering creativity is in the hands of managers.

• They think about design and establish work environment.

• Creativity requires that managers change the ways in which they build and interact with work group.

• It calls conscious cultural change.

• ‘Not doing’’ is the great risk.• When creativity is killed an organization loses

a potent competitive weapon; new ideas.• It can also lose the energy and commitment of

its people.• If organizations seemed trapped in

organizational ecosystem that kill creativity.

P and g (Procter and gamble)

• P&G is a American multinational consumer goods company in united states.

• Twenty three brands.• Fabrics and home care, health etc.• P&G had in recent years seen the number of its

product innovation decline significantly.

CNV(corporate new ventures)

• CNV is a small team which is established by P&G.

• In response the company established( CNV) a small functional team that embodies many of the creativity.

• Members of this team allowed to elect themselves.

• Members of the CNV team also were given a clear challenging strategic goal to invent basic new products that build the company future.

Cont…

• In the 3 years since its inception CNV has handed off II projects to the business sector for execution.

• In early 1998 those product were beginning to flow out.

• First product designed to provide portable heat for several hours, relief of minor pain was already in test marketing.

• Six other products were slated to go to market within a year.

Result of CNC team.• Due to CNV success P&G is beginning to expand both

the size and the scope venture.

Conclusion• Rooting out creativity killing behavior is not enough,

you have to make a conscious effort to support creativity.

The result can be a truly innovative company where creativity doesn't just survive but actually thrives.