Upload
saleem-gul
View
156
Download
0
Embed Size (px)
DESCRIPTION
Citation preview
© Prentice Hall, 2005 1 - 1
© Prentice Hall, 2005 1 - 2
ObjectivesObjectivesObjectivesObjectives1.A definition of creativity and an awareness of its importance in organizations
2.Insights about the three components that comprise creativity in individuals
3.Guidelines for how to increase creativity in organizations
4.A definition of innovation and an understanding of the relationship between creativity and innovation
5.An awareness of the innovation process
6.An understanding of total quality as a base for spawning creative ideas
7.Insights about achieving quality and the quality improvement process
© Prentice Hall, 2005 1 - 3
CreativityCreativityCreativityCreativityDefining Creativity
Importance of Creativity in Organizations
Creativity in Individuals
Increasing Creativity in Organizations
To encourage creativity in organizations, managers can . . .. . . challenge workers. . . challenge worker autonomy. . . afford time for accomplishing work. . . establish diverse work groups. . . personally encourage workers. . . establish systems support. . . hire and retain creative people
© Prentice Hall, 2005 1 - 4
CreativityCreativityCreativityCreativity
© Prentice Hall, 2005 1 - 5
CreativityCreativityCreativityCreativity
© Prentice Hall, 2005 1 - 6
CreativityCreativityCreativityCreativity
© Prentice Hall, 2005 1 - 7
InnovationInnovationInnovationInnovationDefining InnovationLinking Innovation and CreativityThe Innovation Process
Step 1: Inventing Technology ideas Product ideas Process ideas Management ideas
Step 2:DevelopingStep 3: DiffusingStep 4: IntegratingStep 5: Monitoring
© Prentice Hall, 2005 1 - 8
InnovationInnovationInnovationInnovation
© Prentice Hall, 2005 1 - 9
InnovationInnovationInnovationInnovation
© Prentice Hall, 2005 1 - 10
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementEssentials of Total Quality Management (TQM)
Defining Total Quality Management
The Importance of QualityPositive Company Image
Lower Costs and Higher Market Share
Decreased Product Liability Costs
Established Quality Awards
© Prentice Hall, 2005 1 - 11
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality Management
© Prentice Hall, 2005 1 - 12
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality Management
© Prentice Hall, 2005 1 - 13
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementEssentials of Total Quality Management (TQM) (continued)
The Quality Improvement ProcessThe Incremental Improvement Process
Step 1: An area of improvement is chosen (improvement “theme”)
Step 2: Organize a quality improvement team if it hasn’t been done
Step 3: The team “benchmarks” the best performers
Step 4: Team analyses current performance to meet or beat benchmark
Step 5: Team performs a pilot study to test the selected remedies
Step 6: Management implements the improvements
© Prentice Hall, 2005 1 - 14
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementEssentials of Total Quality Management (TQM) (continued)
The Quality Improvement Process (continued)Reengineering Improvements
Principle 1: Organize around outcomes, not tasks
Principle 2: Have those who use the process output perform the process
Principle 3: Subsume information-processing work into the real work
Principle 4:Treat geographically dispersed resources as if centralized
Principle 5: Link parallel activities instead of integrating their results
Principle 6: Put decision point where work’s performed and build control
Principle 7: Capture information once and at the source
© Prentice Hall, 2005 1 - 15
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCreative Ideas Based on TQM Expertise
Possible Creative Ideas Based on Crosby’s Work
Possible Creative Ideas Based on Deming’s Work
© Prentice Hall, 2005 1 - 16
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality Management
© Prentice Hall, 2005 1 - 17
Catalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality ManagementCatalyst for Creativity and Innovation:Total Quality Management
© Prentice Hall, 2005 1 - 18
QuestionsQuestions