Status
Available
Call number
Publication
London ; Newbury Park : Sage Publications
ISBN
0803984901 / 9780803984905
Description
This book explores the impact of creative thought upon management action. It successfully combines theoretical analysis with practical suggestions for developing and applying creative processes in real-life situations. Creative Management is a Course Reader for The Open University course B882 Creative Management.
Local notes
CONTENTS:
SECTION ONE: CREATIVE PERSPECTIVES: Making Sense of Creativity
Jane Henry
The Roots of Inspiration
Neil McAleer
Lateral and Vertical Thinking
Edward de BonoScience
Order and Creativity
David Bohm and F David PeatPlay
Reality and Creativity
John N T Martin
SECTION TWO: CREATIVE MANAGEMENT: How Senior Managers Think
Daniel J Isenberg
Planning on the Left Side and Managing on the Right
Henry Mintzberg
Decision Making and Deal Making
Robert Lawrence Kuhn and Louis Kuhn
How Creativity Helps: Paradigms, Metaphors and Puzzle Solving in Organization Theory
Gareth Morgan
SECTION THREE CREATIVE PROCESSES: Problem Solving and Creativity
Geir Kaufmann
Mapping
Michael B McCaskey
Creating, Maintaining and Relinquishing Conceptual Frameworks: Corporate Networking
Robert K Mueller
How to Tap Unconventional WisdomThe Logic of Intuition
Weston H Agor
How Top Executives Make Important Decisions: Judgment
Geoffrey Vickers
Imaging and Creativity
Vaune Ainsworth
Land An Integrating Perspective
SECTION FOUR CREATIVE DEVELOPMENT: Adaptors and Innovators
Why New Initiatives Get Blocked
Michael J Kirton
Strategic Management Development
David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
Experiental Learning and Managerial Competencies: Top Management Teams and Organizational Renewal
David K Hurst, James C Rush and Roderick E White
Developing in Phases
Ronnie Lessem
SECTION FIVE: CREATIVE FUTURE: The Age of Unreason
Charles Handy
Emerging Waves and Challenges
Gareth Morgan
The Need for New Competencies and Mindsets: Transnational Economy, Transnational Ecology
Peter Drucker
IT in the 1990s
John F Rockart and James E Short
Managing Organizational Interdependence.
SECTION ONE: CREATIVE PERSPECTIVES: Making Sense of Creativity
Jane Henry
The Roots of Inspiration
Neil McAleer
Lateral and Vertical Thinking
Edward de BonoScience
Order and Creativity
David Bohm and F David PeatPlay
Reality and Creativity
John N T Martin
SECTION TWO: CREATIVE MANAGEMENT: How Senior Managers Think
Daniel J Isenberg
Planning on the Left Side and Managing on the Right
Henry Mintzberg
Decision Making and Deal Making
Robert Lawrence Kuhn and Louis Kuhn
How Creativity Helps: Paradigms, Metaphors and Puzzle Solving in Organization Theory
Gareth Morgan
SECTION THREE CREATIVE PROCESSES: Problem Solving and Creativity
Geir Kaufmann
Mapping
Michael B McCaskey
Creating, Maintaining and Relinquishing Conceptual Frameworks: Corporate Networking
Robert K Mueller
How to Tap Unconventional WisdomThe Logic of Intuition
Weston H Agor
How Top Executives Make Important Decisions: Judgment
Geoffrey Vickers
Imaging and Creativity
Vaune Ainsworth
Land An Integrating Perspective
SECTION FOUR CREATIVE DEVELOPMENT: Adaptors and Innovators
Why New Initiatives Get Blocked
Michael J Kirton
Strategic Management Development
David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
Experiental Learning and Managerial Competencies: Top Management Teams and Organizational Renewal
David K Hurst, James C Rush and Roderick E White
Developing in Phases
Ronnie Lessem
SECTION FIVE: CREATIVE FUTURE: The Age of Unreason
Charles Handy
Emerging Waves and Challenges
Gareth Morgan
The Need for New Competencies and Mindsets: Transnational Economy, Transnational Ecology
Peter Drucker
IT in the 1990s
John F Rockart and James E Short
Managing Organizational Interdependence.