Abstract
A creative work environment has been attracting researchers' attention in recent decades. Apart from the academic public, the professional public also shows an interest in this concept. It is already becoming a necessity nowadays. Because competition has intensified, the need to be different in the business process has been reinforced. Uniqueness is most pronounced in creativity. Not very often can creativity repeat itself in the same way. Modern management practice recommends that the inventiveness and creativity of all employees who represent partners in a creative work environment should be taken into account. This paper is aimed at analyzing the importance of generating a creative work environment and the implications for management in organizations. In addition to creativity, a team concept has been introduced into a creative work environment, as well as multitasking and the creative competence of employees as regards job designing. Leadership and communication in a creative work environment, and motivation and a reward for performance, are also discussed. A creative work environment is a very layered and complex concept with a challenging and stimulating effect on future research. A creative work environment is an essential prerequisite for achieving and maintaining a competitive advantage, while enabling the organization to follow its mission and vision.
Highlights
A person is creative; products, processes, even an environment can be creative
Milošević (2004, p.153) highlights the fact that, since the 1960s, “work creativity” and the creativity and inventiveness of all employees have been growing in importance, which further implies the success of organizations on the market
Flexibility rather than stability is emphasized, and dynamic principles replace deterministic ones. These assumptions imply that work should be so conceptualized to comprise two central segments: creativity, as the starting point, and a creative work environment, as the factor that influences the success of the business done by an organization
Summary
A person is creative; products, processes, even an environment can be creative. Flexibility rather than stability is emphasized, and dynamic principles replace deterministic ones These assumptions imply that work should be so conceptualized to comprise two central segments: creativity, as the starting point, and a creative work environment, as the factor that influences the success of the business done by an organization. In addition to these main sections, the paper has the introductory and conclusive considerations. There are benefits of this paper which the professional and scientific public may be interested in, seeking to broaden cognitive discourses on this topic, or striving for “the practical improvement of the business.” the paper is structured as follows: in the second part of the paper, creativity is presented as a management segment and a creative working climate; in the third part, a creative work environment is explained, and the conclusion is drawn
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