Technical Journal of Engineering and Applied Sciences Available online at www.tjeas.com ©2015 TJEAS Journal-2015-5-S/308-312 ISSN 2051-0853 ©2015 TJEAS
Creativity Management In Organizations Mohammad Reza Salimi1, Roohangiz Sharafi2 1. PhD student in educational student of Islamic Azad University of Isfahan branch (Khorasgan) 2. Islamic Azad University student of Shiraz branch Corresponding Author email:
[email protected] ABSTRACT: With rapid global changes, the organizations should find new ways for their actions in order to maintain its existence. The volume of information traded in world every moment and the rate of information exchange and communication technology development on one hand and rapid developments of information on the other hand requires organizations to keep pace with environmental changes. One of the ways to keep pace with these rapid changes is creativity management in organizations because different organizations survival depends on creativity and innovation. Creativity is the starting point of innovation and should be developed. This article is about creativity management in organizations that aims to introduce the effective factors on creativity and also express the obstacles of creativity in organizations. Accordingly, in addition to the concept expression and creativity importance, the creative process and its variants have been studied. Factors affecting the creativity based on theory and research findings are presented and the role of managers is emphasized to nurture the creativity. So the managers should recognize the barriers and remove them and create a suitable environment for the emergence of organizational creativity. Keywords: creativity, creativity management, creativity barriers INTRODUCTION The complexities, difficulties and the world’s problems are increasing every day. In order to solve the frapychydgy, the insights such as self-regulation, multicultural, global understanding and new ideology are needed. To recreate such insights of talented individuals, powerful organizations and managing of talent is required. Talented people are valuable intellectual capitals and human resources that their intellectual abilities and efforts are valuable for organizations success. The organization success of twenty-first century depends on the effective use of talented people. Talent-oriented organizations are constantly searching the new talents and relating them by their needs satisfaction and creating a challenged environment for them to be survived. The intellectual capital of people is the sources and energies that lead their contemporary organizations. Talentedorganizations don’t owe their success to technology because talented people provide the success basis and also technology progress for them. Selecting and using the top talents, learning management and their development, their performance management, their design of compensation system and their succession are important processes that consider the issue of management creativity in organizations. Theoretical essentials Creativity for long-term survival and success particularly in environments where rapid changes occur is very competitive and inevitable necessity. But for taking advantage of the creativity power, its field, appearance conditions and promotion should be provided. We can’t provide a precise definition for creativity like other concepts. Pcychologists usually define creativity as a way of solving the problem that its characteristic is used to present innovative, novel and useful solutions for the artistic, scientific or practical problems. Innovation is a process of creative thinking perception and its things. In fact innovation is the successful exploitation of new ideas. Organizations survival is associated with creativity and innovation. Different factors affect the organization performance. Increasing competition and globalized trade markets have taken the comfort of organizations. Technology progress takes its rapid steps and the consumers’ values and lifestyles is rapidly transformed. The
Tech J Engin & App Sci., 5 (S): 308-312, 2015
collection of these factors forces the managers to take advantage of creativity and innovation to align their organizations with their environment. Creativity process Creativity is a process where creative solutions for the problems are formed. Wallas’ theory is the earliest models of creativity process that creativity is classified into 4 stages. Readiness (topic definition, observation, study). Readiness is achieved by analyzing, searching, reading, collecting the evidence about selected subject, reading others ideas and opinions. Incubation (Discard the contents for a reasonable time). Incubation is associated with a stop atwork for problem solving preparation. Illumination (the emergence of a new theory). The development of thinking and problem solving is done suddenly in this stage. Proof (contents evaluation). The evaluation of evidence and the contents logical test is achieved in this stage.(3) Rossman’s model, Esborn’s model, Ettrick’s model, Esteen’s model, Ambile’s model, Albrecht’s model, Plsek’s model, Taylor’s model, Pangaro’s model, Soons’s model, Chung’s model, Shelley’s model, Tabor Greene’s model have depicted different processes for creativity. Different dimensions and components of creativity Content and process are two major dimensions of creativity. Content dimension depends on three factors: motivation, personality characteristics and cognitive skills, in process dimension problem-finding, idea- finding, proving and performing the idea are examined. That according to these two dimensions, the table of creativity and conceptual model of creativity is presented. (4) Table1.Different dimensions and components of creativity Concept
Dimensions Content creativity
Factors motivation
Creativity Personality traits
Cognitive skills Process creativity
problem-finding idea- finding Performance & selection
Components Tendency to success Challenging Ambiguity-accepting Risk-taking Knowledge & expertise Intellect & talent Problem definition preparation Idea creation Idea -raising Selection performance
Conceptual model of creativity According to the theoretical foundation of research and the relationship between the identified factors and creativity concept that is expressed in Table1, conceptual model of creativity is designed and presented. Creativity types From an interactive perspective, there are two types of creativity: creativity acuity and organization acuity. Creativity in this structure is defined as a cross-domain capacity, ability and strong feeling for experience of curiosity and active of exciting thought, affairs etymology, occasion diagnosis and concepts classification that is revealed through re-visibility in taught, suggestion, idea, strategies, perception, exploration and work. So creativity is a broad concept and is complex concept of ability, emotional, cognitive and behavioral. From other perspectives, creativity is divided 3 categories: individual creativity, group creativity and organizational creativity. Usually effective factors on creativity are classified into 3 categories. The skills related to creativity The skills related to topic The skills related to intrinsic motivation
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Figure 1. Conceptual model of creativity
Skills related to topic Motivation
Skills related to C reativity
Figure 2.The skills related to creativity, topic and intrinsic motivation.
The role of managers in creativity development Managers have important role in development ofthe innovations and creation of groundwork for the development of these characteristics. They in order to achieve creativity should have the ability to combine the new ideas with appropriate method and maintain the cohesion for the creation and achieve the goals and organization needs. Ideas are raised when people face with 1. A new phenomenon 2. New issues People who think differently So managers who want to have more new ideas should usually bring on the employees to contact with new phenomena and new problems and make permanent relationship between them and the people who think differently from them and organize this relationship in a way that the communication of people with different ideas to beencouraged. (9) The barriers of creativity Managers to show creativity in organizations should recognize the barriers and try to remove them. The creativity barriers are divided into personal and social categories. Fear of failure, rejection of ambiguities, habits, lack of confidence, lack of flexibility, fear of criticism, a tendency to conformity with people and lack of mental focus are proposed personal barriers.Regulation, employment, customs, fear of lack of social welcome, compliance and conformity are recognized social barriers.
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Resonator factors of creativity The internal sense of taught enables human simulates the conditions in the mind that don’t have external existence. The internal sense of taught allow him to create better opportunities with others with the same facilities. In fact creativity affairs are likely to be more acquisitive than instinctive and they can be improved through some training. The factors that accelerate innovation and cause the person’s tendency to innovation are interpreted as resonator factors that are divided into incentives and tools categories. The need for self-discovery and selfflourishing in Maslow’s hierarchy, the need for growth in Alderfer theory, the need for achievement in MC Clelland’s acquisitive needs theory. Hezberg motivation theory which includes recognition, sense of achievement, responsibility, work nature, growth and progress can be considered as a stimulus for creative work. Research findings Theoretical basis is known as one of the effective factors in intrinsic motivation creativity and several research findings confirm it. Research results of Amabile and colleagues showed that the increase of intrinsic motivation leads to the increase in creativity rate. Self-decision, self determination, curiosity and the increase of interest enhance intrinsic motivation. Intrinsic motivation is also the characteristics of creative people. Betty’s research findings showed that creativity has positive relationship with internal and external motivations and negative relationship with lack of motivation. There is little or no connection between the adaptability and agreeableness and creativity. Adaptability and lack of conformity is also one of the listed features for the perspicacious creator. Creator personality independently lies in their taught and actions. Kazemi’s research findings confirm the above point. There is a relationship between the creativity, innovation,self-concept,selfdiscovery, acceptance, self-respect, self-regulation, self-determination, self-dependent and selfish. Another feature of creative people is their self-leadership. Several researches confirm the effect of self- leadership on creativity. Houghton’s research results with the topic ofself- leadership impact on workers creativity showed that selfleadership significantly affect the creativity and what connect the potential and actual creativity is people’s perception of the support that is applied by organizations of creativity.(15) Creative people can tolerate the high level of obscurity. Gholami and Kakavand’s research findings showed that there is positive and significant relationship between the power of obscurity tolerance and each variable of creativity (invention, fluency, flexibility and extension) The characteristics of creative people are working hard, independence, risk-taking and their unconventional actions. Lee’s research results confirm this point. According to Lee’s research, we can name imaging, domination, finishing and completion of an activity, persistence and perseverance and unconventional ways of action, curiosity, independence, risk-taking, commitment and conscientiousness as the characteristics of creative people. In this research, unconventional actions, curiosity, independence, risk-taking are the characteristics creative genius.(17) DISCUSSION AND CONCLUSION The survival of dynamic organizations is related to creativity and innovation. The performance of organizations is affected by numerous factors. High pressure of increasing competition in the contemporary world, globalized trade markets and the rapid development of technology, mix changesof consumer values, dramatic changes of people’s lifestyles forced the organizations to respond significantly to these changes. Undoubtedly, organizations in order to do the dangerous affairs should emphasize and pay attention to the issue of creativity and innovation. The organizations that their most important assets are human resources can flourish the creativity. Creative people have created innovative and creative organization. People’s intellectual asset is the eternal wealth and they achieve many new and innovative ideas. Creative organizations have tried to attract and apply creators. The areas of teaching and learninghave managed the creative staff. Creative organizations have examined the workers performance. Compensation system has designed the workers duty in an appropriate manner and succession planning in these organizations has followed the complex informative and communicative systems with regular structure. According to personality traits of employees, the increase of people’s motivation, strengthen the sense of self-direction, making targeting opportunities, self-encouragement, self-blaming, self-decision making, showing off and self following among employees the increase of ambiguity tolerance power in employees, diversity of human resources, strategies of self-direction of behavioral-focused, taught constructive and the strategy of natural reward were the categories that have had positive and significant relationship with creativity and the variables significant relationship with creativity factor and with different research findings mentioned in this article is consistent.
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ACKNOWLEDGMENTS We sincerely thank Mr. masoud and Mr. Alireza Salimi to provide constructive and useful ideas REFERENCES Mumford M.D & Custafson S.B., 1988, Creativity syndrome , integration, application, and innovation. Psychological bulletin, 103, pp. 27-43. Koontz, Harold, and Weihrich, Heinz,1990, Essentiols of management. 5th. Ed., McGraw Hill Hosseini, Afzalolsadat, 8731, creativity nature and its fostering ways, Astan Razavi’s publication Sadeghi Amiri, Mansour & Raisi, Mohabat 1389, presenting conceptual model for measuring creativity, two journal of police humanity development, seventh year, No.30, pages of 97-112 Sadeghi Amiri, Mansour & Raisi, Mohabat 1389, presenting conceptual model for measuring creativity, two magazine of police humanity development, seventh year, No.30, pages of 97-112 Hosseini, Afzalolsadat, 8731, creativity nature and its fostering ways, Astan Razavi’s publication of company to publish Kazemi Hagigi, Naseroledin 1393, creativity, Tehran Taban kherad publication Bovee, Courtland. Land Till, John V. and Wood, Marian Burk and Dovel,George,1993, Management International Ed, MC Grow Hill Book Co. Christiansen, James A.2000,Competetive Innovation Management, Techniques to Improve Innovation Performance, McMillan Press Ltd. Rezaeian, Ali, 1379, principles of organization & management, Tehran, publication of study organization and designing the humanism books of universities (job) Hosseini, Afzalolsadat, 8731, creativity nature and its fostering ways, Astan Razavi’s publication of company to publish Amabile, T.M.; Hill, K.G. & Hennessey, B. A. 1994, the work preference inventory. Assessing Instrisic and social Psychology, N66,PP950-967. Batey, M., & Furnham, A.2009, Creativity, intelligence and personality: A critical review of the scattered literature. Genetic, General and social Psychology Monographs, N132, PP335-429.
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