The Role of Creativity in Post-Industrial Society: Exploring the implications of non-conventional technologies for work and management organisation

  • Paul Levy
Part of the Human-centred Systems book series (HCS)


Competitive industrial markets demand state of the art use of new emerging technologies and manufacturing processes. To use new technologies effectively the dimension of human responsibility has to be explored and properly managed. Work has been carried out at CENTRM in the area of the human implications associated with the management of conventional technologies. However, non-conventional technologies and their associated organisational problems pose new challenges for the technology managers of the future. In this paper the problems of acquiring new knowledge of the worker and integration of technology and work and management processes is discussed drawing on comparative case data from the UK and Slovenia. Issues of creativity and motivation are stressed as being key factors in realising maximum human potential. The paper presents a tool for analysing the ‘non-conventional’ organisational design required to support exploitation of non-conventional technologies. This tool — the ‘creativity matrix’ examines the differing levels of creativity present in organisations and acts as a catalyst to organisational re-design. Environmental and organisational conditions of Factory 2000 are analysed in order to facilitate best practice exploitation of new non-conventional technologies, particularly the flexibility required to cope with increasing rates of market turbulence.


Organisation Design Total Quality Management Conventional Technology Organisational Problem Competitive Priority 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Bancroft, N.H., (1992), Managing Technological Change, John Wiley and Sons, New York.Google Scholar
  2. Bessant J (1991), Fifth Wave Manufacturing: Management Implications of Advanced Manufacturing Technology, Basil Blackwell, Oxford.Google Scholar
  3. Bessant J, Levy P, Tranfield D, Smith S and Ley C, (1990), Management and Organisation for Computer Integrated Technologies. Proceedings of UK Operations Management Association Conference, June 1990, Warwick University.Google Scholar
  4. Bessant, J., Levy, P., Ley, C., Tranfield, D and Smith, S (1992), Coping with Chaos: Designing the Organisation for Factory 2000, paper presented to the Annual Conference of the Institute for Electrical Engineers, University of York, UK.Google Scholar
  5. Bessant J, Levy P, Tranfield D, Smith S and Ley C, (1990) Management and Organisation for Computer Integrated Technologies. Proceedings of UK Operations Management Association Conference, June 1990, Warwick University.Google Scholar
  6. Bessant J, P. Levy, P., Levy, C, Tranfield, D and Smith, S., (1992), Organisation Design for Factory 2000, International Journal of Human Factors in Manufacturing, Vol 2,2, JOHN WILEY AND SONS, INC., pp. 95–125.Google Scholar
  7. Ettlie J (1988), Taking Charge of Manufacturing, Hossey Bass, San Francisco Guenther, K.G., (1975), Anwendungsgebiete nicht-Koventioneller Formsgebungsverfahren, Annals of the CIRP, Vol 24/2/1975, pp. 533–538.Google Scholar
  8. Hayes, R.H., Wheelwright, S.C., and Clark, K.B., (1988), Dynamic Manufacturing: Creating the Learning Organisation, The Free Press, New York, p 250Google Scholar
  9. Hayes, R.H., and Jaikumar R., (1988), Manufacturing’s Crisis: New Technologies, Obsolete Organisations, Harvard Business Review, September-October.Google Scholar
  10. Junkar, M (1992), Kreativnost in Technologija, Business and Product Trends in the Developed World and Us (Slovenia), 5th Seminar, Machinatores — association of Mechanical Engineers, November 1992.Google Scholar
  11. Junkar, M and Levy P., (1992), Non-Conventional Processes Integrated Into Manufacturing Systems, proceedings of the 25th CIRP International Seminar on Manufacturing Systems, 22–23 April, Bled, Slovenia pp. 221–235.Google Scholar
  12. Junkar, M, Filipic, B, and Bratko, I., (1991), Identifying the Grinding Process by Means of Inductive Machine Learning, Computers in Industry, 17 (1991), pp 147–153, Elsevier.CrossRefGoogle Scholar
  13. Kearney A T (1990), Computer Integrated Manufacturing — Competitive Advantage or Technological Dead End?, London.Google Scholar
  14. Langrish, J., (1988), Innovation Management: The Role of Creativity, in Rickards T., and Moger, S., (1988), Creativity and Innovation Yearbook, University of Manchester, ISSN 09534199, Manchester, UK, p. 7, vol 1.Google Scholar
  15. Liu M, Denis H, Kolodny H and Stymne B (1990), Organisation Design for Technological Change, Human Relations, 43, (1).Google Scholar
  16. Lievegoed, B.C, (1991),:Managing the Developing Organisation, Basil Blackwell, ch.2.Google Scholar
  17. Mintzberg. H., (1989), Mintzberg on Management, The Free Press.Google Scholar
  18. Peklenik, J., (1992), FMS: A Complex Object of Control — The Extrapolation of an European View into the 21st Century, Presented at the IFIP Transactions, Tokyo, Japan, 24–26 June.Google Scholar
  19. Peklenik. J., (1982), Round Table: The Impact of Engineering Materials on the Development of Fabrication Processes, Annals of the CIRP, Vol 31/2/1982, pp. 471–475.CrossRefGoogle Scholar
  20. Rickards T., (1985), Stimulating Innovation: A Systems View, Francis Pinter (Publishers) Limited, London, ch.3.Google Scholar
  21. Rickards, T., (1990), Creativity and Problem Solving at Work, Gower Publishing Company, Aldershot, UK., ch. 1.Google Scholar
  22. Snoeys R., Staelens F., and Dekeyser W., (1986), Current Trends in Non-Conventional Material Removal Processes, Annals of the CIRP, Vol 35/2/1986, pp. 6467–6480.CrossRefGoogle Scholar
  23. Warner, M., Wobbe, W., and Brodner, P., (eds.)(1990), New Technology and Manufacturing Management, John Wiley and Sons, New York, ch.4.Google Scholar
  24. Whitfield, P.R., (1975), Creativity in Industry, Penguin Books, Middlesex, UK, ch. 1.Google Scholar

Copyright information

© Springer-Verlag London Limited 1996

Authors and Affiliations

  • Paul Levy

There are no affiliations available

Personalised recommendations