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5 Tips For Better Management Of Home Business
Home business on the net offers an opportunity to earn a lot of money. But like any other business it demands a constant input.
A better execution of efforts would bring better results.
Inculcating a professional approach and attitude...
Debt Management Advice
The best debt management gives you the most financial options.
By making regular payments and having a low debt to income
ratio, you can access credit when you choose. If you aren't in
that situation, then ask for help from the variety of...
Is Your Management Style Assisting or Hurting Your Business?
Many times business owners can have significant differences in management styles that can deter the growth of both the employees and the business. Employees can have differing needs that require differing methods of management as well. Problems...
Property Management: The Good, the Bad, and the Ugly
Property Management: The Good, the Bad, and the Ugly Being a landlord is not all it’s cracked up to be. Think carefully of all the responsibilities that follow the purchase of an investment property for rental use. Screen your clients, run credit...
Technology Advancement Changes Time Management Schemes
Where has the time gone? In today's world, the time is moving
fast, making it more important for anyone to manage his or her
time wisely. The world focuses more on money than time when they
are laying out a plan to manage their time. This is the...
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Creativity and Culture Management
Many concepts in the fields of managing creativity are very much applicable to culture management in general. The same concepts that foster creativity and innovation also maximise human capital potential, increase productivity, reduce costs and maintain competitive advantage etc. Some of the many commonalities between culture and creativity management follow. a)A culture of psychological safety and freedom. A culture that limits experience, information and expression and allows relatively few members to contribute to decision-making is not taking advantage of the immense pool of available talent. Just as idea-generating sessions are conducted in environments that limit judgement, in order to elicit the contribution of all participants, so that philosophy should be extended throughout the organisation permanently.
b)Motivation is more important than natural ability. This is similar to possessing high intelligence – one must be motivated to apply it and improve it. Human capital is optimised when participants have high intrinsic motivation and i) synergistic extrinsic motivators are present to facilitate the task and ii) non-synergistic facilitators are minimised. Further, specific motivators such as i) gap between ideal and real self, ii) degree of enjoyability, iii) degree of challenge, iv) feasibility, v) degree of self-determination, vi) recognition, vii) material reward, viii) time pressures, ix) project numbers and complexity and x) competition versus collaboration etc need to be measured and monitored.
c)Team structures. The group structure
affects individual productivity. Individuals working alone, when motivated, have high output levels, but suffer from path dependency, parochialism and a lack of intellectual cross-pollination. Pairs reduce some of these tendencies and as groups get larger, negatives begin to outweigh the positives – group think, status differentials and deference, politicking and the restriction of information are just some examples.
d)Competency and tacit knowledge mix. Without a varied tacit knowledge and competency mix and a collaborative approach, a number of things happen: i) groups significantly under-perform and ii) the gap between individuals increases. Competitive advantage is lost in the group, team, department and eventually the organisational level.
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These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com
Kal Bishop, MBA, http://www.managing-creativity.com
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You are free to reproduce this article as long as the author's name, web address and link to MBA dissertation is retained.
About the Author
Kal Bishop is a management consultant based in London, UK. 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.
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