Weirder than fiction: the reality and myths of creativity

Article Abstract:

Creativity gives companies the competitive edge in all aspects of an organisation, but it is an elusive factor which is surrounded by myths. For example, it is thought that creativity depends on the level of intelligence, whereas what actually matters is what type of intelligence a person has and their willingness to use it. Another myth is that creativity is some kind of mystic organ which only a few people have. Actually, creativity is merely progressing beyond existing boundaries, for example boundaries of knowledge, social norms or technology, and recognising and acting on new relationships.

Beliefs, opinions and attitudes, Creative ability, Creativity, Business creativity

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Managing the quality process - lessons from a Baldrige award winner: a conversation with John W. Wallace, Chief Executive Officer of the Wallace Company

Article Abstract:

The Wallace Co's experience with its quality improvement program provides other companies with insight on the possible repercussions of such a program. Wallace is a pipe and valve distributor which won the 1990 Malcolm Baldrige National Quality Award for its quality program. Its experience has shown that the pursuit of such programs is beneficial even for small businesses. An interview with Wallace CEOJohn Wallace revealed that quality programs necessarily involve trade-offs suchas increased product cost. As such, companies must weigh all possible consequences before embarking on such ventures.

Paper industries machinery, Industrial valves, Models, Management, Machinery industry, Quality management, Total quality management, Wallace, John W., Wallace Co.

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Managing creativity: a Japanese model

Article Abstract:

The dynamic nature of technology and environment implies an unstable future which requires greater organizational adaptability in companies. Creativity in organizations, which leads to adaptability, is a cycle of problem finding, problem solving and solution implementation. In Japanese corporations, emphasis on problem finding results in less time spent in solution and implementation. Japanese employee creativity is also encouraged through planned structural methods. This management process in Japanese corporations has fostered greater motivation, job satisfaction and teamwork among workers.

Japan, Organizational effectiveness

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