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Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Page 1: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

OrganizationalCulture, Creativity,

and Innovation

Chapter 14

14-1Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 2: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Learning Objectives

1. Define organizational culture, and identify its core characteristics and the various functions it serves in organizations.

2. Describe the four forms of organizational culture specified by the competing values framework.

3. Explain the factors responsible for creating and transmitting organizational culture, as well as those for making it change.

14-2Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 3: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Learning Objectives

4. Define creativity and describe the basic components of individual and team creativity.

5. Describe various approaches to promoting creativity in organizations.

6. Identify the basic forms and targets of innovation and the stages of the innovation process.

14-3Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 4: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Organizational Culture

A cognitive framework consisting

of attitudes, values, behavioral

norms, and expectations shared

by organization members

14-4Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 5: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Organizational Culture’s Role

14-5Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 6: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Organizational Culture Forms

14-6Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 7: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Transmitting Organizational Culture

SymbolsSlogansStories JargonCeremoniesStatements of principle

14-7Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 8: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

How Organizational Culture Changes

Composition of workforce

Mergers and acquisitions

Strategic cultural change

Responding to the Internet

14-8Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 9: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Creativity Components

14-9Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 10: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Creativity-Relevant Skills

Break mental sets and take new perspectives

Understand complexities

Keep options open and avoid premature judgments

Follow creativity heuristics

Use productive forgetting

14-10Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 11: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Creativity Process

14-11Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 12: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Training People to Be Creative

Encourage openness to new ideas

Take time to understand problem

Promote divergent thinking

14-12Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 13: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Developing Creative Work Environments

Provide autonomy

Provide exposure to other creative people

Allow ideas to cross-pollinate

Make jobs intrinsically interesting

14-13Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 14: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Developing Creative Work Environments

Set own creative goals

Support creativity at high organizational

levels

Have fun!

Promote diversityCopyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 14-14

Page 15: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Innovation Targets

Product

Service

Process

Marketing

14-15Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Supply chain

Business

model

Organizational

Page 16: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

Organizational Innovation Process

14-16Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Page 17: Organizational Culture, Creativity, and Innovation Chapter 14 14-1 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

This work is protected by United States copyright laws and is provided solely for

the use of instructors in teaching their courses and assessing student learning.

Dissemination or sale of any part of this work (including on the World Wide Web)

will destroy the integrity of the work and is not permitted. The work and

materials from it should never be made available to students except by

instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to

honor the intended pedagogical purposes and the needs of other instructors who rely on these materials.All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 14-17


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