MTU Library Catalogue

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Creative management / edited by Jane Henry.

Contributor(s): Henry, Jane [editor].
Material type: materialTypeLabelBookPublisher: London : Sage Publications, [1991]Copyright date: ©1991Description: xii, 323 pages : illustrations ; 24 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9780803984912 (paperback).Subject(s): Management | Creative thinkingDDC classification: 658.4
Contents:
Section 1: Creative perspectives -- Section 2: Creative management -- Section 3: Creative processes -- Section 4: Creative development -- Section 5: Creative future.
Holdings
Item type Current library Call number Status Barcode
General lending MTU Bishopstown Library Lending 658.4 (Browse shelf(Opens below)) Available 00160785
Total holds: 0

Enhanced descriptions from Syndetics:

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 .

Includes bibliographical references and index.

Section 1: Creative perspectives -- Section 2: Creative management -- Section 3: Creative processes -- Section 4: Creative development -- Section 5: Creative future.

Donation.

Table of contents provided by Syndetics

  • Section 1 Creative Perspectives
  • Making Sense of Creativity
  • The Roots of Inspiration
  • Lateral and Vertical Thinking
  • Science, Order and Creativity
  • Play, Reality and Creativity
  • Section 2 Creative Management
  • How Senior Managers Think
  • Planning on the Left Side and Managing on the Right
  • Decision Making and Deal Making
  • How Creativity Helps
  • Paradigms, Metaphors and Puzzle Solving in Organization Theory
  • Section 3 Creative Processes
  • Problem Solving and Creativity
  • Mapping
  • Creating, Maintaining and Relinquishing Conceptual Frameworks
  • Corporate Networking
  • How to Tap Unconventional Wisdom
  • The Logic of Intuition
  • How Top Executives Make Important Decisions
  • Judgment
  • Imaging and Creativity
  • An Integrating Perspective
  • Section 4 Creative Development
  • Adaptors and Innovators - Why New Initiatives Get Blocked
  • Strategic Management Development
  • Experiental Learning and Managerial Competencies
  • Top Management Teams and Organizational Renewal
  • Developing in Phases
  • Section 5 Creative Future
  • The Age of Unreason
  • Emerging Waves and Challenges
  • The Need for New Competencies and Mindsets
  • Transnational Economy
  • IT in the 1990s
  • Managing Organizational Interdependence

Author notes provided by Syndetics

Jane Henry is a Chartered Psychologist and senior lecturer at The Open University. She chairs the OUBS Creativity, Innovation and Change Masters Course