This document discusses how to manage creativity in organizations. It defines creativity and outlines six factors that affect creativity according to research: challenges, freedom, resources, work group features, supervisory encouragement, and organizational support. When managers provide these six factors, motivate employees intrinsically, and build a culture that supports creativity, organizations can foster innovative ideas and gain a competitive advantage. The example of Procter & Gamble's Corporate New Ventures team demonstrates how providing autonomy and clear goals to employees can increase an organization's creativity and innovation.

2. Introduction.
• Group.
• Ghazala Arif.
• Bibi Sumaira.
• Huma Ayaz.
• Ana Naz.
• Subject;
• MANAGEMEMT

3. Title.
How To Kill Creativity.

4. Definition.
• Creativity.
• “Creativity is the process of bringing
something new into being. Creativity requires
passion and commitment. It brings to our
awareness what was previously hidden and
points to new life”.

5. Authors.
• Wertheimer…’restructuring our knowledge’
• Kelly and Rogers…’understanding how we
think’
• Maslow…’primary versus secondary’
• Rickards…’personal discovery process’
• Gilliam…’making new connections’
• Amabile…’novel and useful ideas’

8. Business Creativity.
• Expertise and creative thinking are an
individual's raw materials-his or her natural
resources, if you will. But a third factor-
motivation-determines what people will
actually do.

9. Principle of Creativity.
• People will be most creative
• when they feel motivated primarily by the
interest,
• satisfaction, and challenge of the work itself-
and
• not by external pressures

10. MANAGING CREATIVITY
• Managing creativity is that how the manager
manage the creativity of employee’s/ peoples

11. • Managers can influence all three components
of creativity
• Expertise
• Creative thinking
• Motivation

12. What managerial practices affects the
creativity?
When intrinsic motivation will yield more
immediate result, managerial practices affects
creativity .

13. • They fall into six general categories…
• 1) challenges
• 2)freedom
• 3)resources

14. • 4)work group features
• 5)supervisory encouregment
• Organizational support

15. Challenges
Making a good match requires that managers
possess rich and detail information about
their employs in available assignment

16. From individual to organization
• Executives build entire organization that
support creativity
• Yes, the companies varied widely in how
successful they mere producing creative work

17. Cont..
• Team members were initially unsure of
whether they were up to the challenges that
they ever given
• Their passion and interest growing through a
deep involvement in the work managers
knew.

18. • Managers were careful not to allow t0 big
gaps between employs assignment and their
abilities
• SOME CREATIVE IDEAS SOAR OTHER SINK…

19. FINDING
• People will more creative, if you give them
freedom to decide how to climb specific
mountain, they do it clearly specified strategic
goals often enhance the people creativity.

20. CONCLUSION
• It is far more important that who ever set the
goals also make them clear to the
organization and that these goals remain
stable for meaningful periods of time

21. Great rewards and risks..

22. • The important lesson of the National and
Chemical stories is that fostering creativity is
in the hands of managers.
• They think about design and establish work
environment.
• Creativity requires that managers change the
ways in which they build and interact with
work group.
• It calls conscious cultural change.

23. • ‘Not doing’’ is the great risk.
• When creativity is killed an organization loses
a potent competitive weapon; new ideas.
• It can also lose the energy and commitment of
its people.
• If organizations seemed trapped in
organizational ecosystem that kill creativity.

24. P and g (Procter and gamble)
• P&G is a American multinational consumer goods
company in united states.
• Twenty three brands.
• Fabrics and home care, health etc.
• P&G had in recent years seen the number of its
product innovation decline significantly.

25. CNV(corporate new ventures)
• CNV is a small team which is established by
P&G.
• In response the company established( CNV) a
small functional team that embodies many of
the creativity.
• Members of this team allowed to elect
themselves.
• Members of the CNV team also were given a
clear challenging strategic goal to invent basic
new products that build the company future.

26. Cont…
• In the 3 years since its inception CNV has
handed off II projects to the business sector
for execution.
• In early 1998 those product were beginning to
flow out.
• First product designed to provide portable
heat for several hours, relief of minor pain
was already in test marketing.
• Six other products were slated to go to market
within a year.

27. Result of CNC team.
• Due to CNV success P&G is beginning to expand both
the size and the scope venture.
Conclusion
• Rooting out creativity killing behavior is not enough,
you have to make a conscious effort to support
creativity.
The result can be a truly innovative company where
creativity doesn't just survive but actually thrives.