Resources, freedom and challenge are the management keys necessary to develop and maintain a creative environment. These keys, along with encouraging and supporting "creatives,"" will foster the growth and development of an organization's employees, management and ultimately it's culture. Many organizations have tremendous success in recognizing and cultivating the creative talent of its employees. Whether this talent is already in effect or brought out, managers must take the best approach to ensure a positive, creative impact on the organization.
Organizations that do not change with the times will soon find themselves behind or more seriously " non-existent. Young professionals have considerably more options today than ten or twenty years ago. Different things motivate them. Organizations offer competitive salaries and benefits; therefore, money is no longer the top motivator. Looking at creatives from another view, this group, described as the creative class by Richard Florida, represents a powerful economic force. Not economic class in terms of ownership of property, capital or the means of production. Their property--which stems from their creative capacity "is an intangible because it is literally in their heads. 1.
So what will draw the creative to a particular organization? Creative expression and the chance to present new ideas and deliver results in different ways is the top motivation, but does traditional management provide this opportunity? This paper will present a correlation between management styles, organizational culture, creative types and how understanding and fostering their integration produces successful organizations.
1 Florida, R. (2002). The rise of the creative class. New York: Basic Books.
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Introduction.
Managing creatives is counter-intuitive. It goes against almost everything we are taught--about managing a business. That's why managers rarely do a good job at managing these kinds of workers.
