Pixar's Way of Fostering Creativity
Table of Contents
Executive Summary 3
Introduction 4
Pixar’s way of fostering creativity 4
Creating a motivational environment within Pixar for their employees 4
Developing motivation for creativity through physical surroundings. 4
Motivating individuals and teams at Pixar 5
The significance of group relationships for motivation and productivity 6
What Pixar’s creative practices reveal about their empowerment management. 6
The link between empowerment and creativity 7
How Pixar’s creativity practices empower their employees 8
The contribution of empowerment to the success of Pixar Animation Studios 9
Practical Implications within Supply Chain 11
Conclusion 12
References 13
Appendix 15
Executive Summary
This report provides a critical and theoretical analysis of how Pixar’s management and resources empower and motivate their employees and how it has contributed to the success of Pixar animation studios’.
After examining what factors of Pixar’s management effectively motivates their employees, it was found that motivation and inspiration was derived from Pixar’s physical surroundings and also the creative freedom granted to their employees. Moreover, having no micromanagement also influenced Pixar’s employee motivation; this implied that there was mutual trust and respect within the teams. Collaboration was also essential for increased motivation for creativity, this allowed individuals to share ideas and accept constructive feedback.
The report also assesses the link between Pixar’s creativity practices and empowerment management. It was established that employee empowerment increases employee engagement and promotes the “creative process”; employee engagement was applied by constant interaction whether it was meetings or sport. As a result, Pixar retained quality employees as well as grossed $5.9 billion dollars over 10 years, which was 37% higher than their main competitor DreamWorks.
A comparison was also made
Executive Summary 3
Introduction 4
Pixar’s way of fostering creativity 4
Creating a motivational environment within Pixar for their employees 4
Developing motivation for creativity through physical surroundings. 4
Motivating individuals and teams at Pixar 5
The significance of group relationships for motivation and productivity 6
What Pixar’s creative practices reveal about their empowerment management. 6
The link between empowerment and creativity 7
How Pixar’s creativity practices empower their employees 8
The contribution of empowerment to the success of Pixar Animation Studios 9
Practical Implications within Supply Chain 11
Conclusion 12
References 13
Appendix 15
Executive Summary
This report provides a critical and theoretical analysis of how Pixar’s management and resources empower and motivate their employees and how it has contributed to the success of Pixar animation studios’.
After examining what factors of Pixar’s management effectively motivates their employees, it was found that motivation and inspiration was derived from Pixar’s physical surroundings and also the creative freedom granted to their employees. Moreover, having no micromanagement also influenced Pixar’s employee motivation; this implied that there was mutual trust and respect within the teams. Collaboration was also essential for increased motivation for creativity, this allowed individuals to share ideas and accept constructive feedback.
The report also assesses the link between Pixar’s creativity practices and empowerment management. It was established that employee empowerment increases employee engagement and promotes the “creative process”; employee engagement was applied by constant interaction whether it was meetings or sport. As a result, Pixar retained quality employees as well as grossed $5.9 billion dollars over 10 years, which was 37% higher than their main competitor DreamWorks.
A comparison was also made
References: 1. Bill Capodagli, B., Lynn Jackson L, 2010, “Innovate the Pixar way”, McGraw-Hill Companies. 2. Bindu Chhabra, B., Raina, R.L. 2010, “Leadership Competencies in the ‘Knowledge – Driven – Context’”, LBS Journal of Management & Research 3 4. FRACARO, K., 2007, “The Consequences of Micromanaging”, Contract Management 5 6. Mary Jo Bitner, M.J., 1992, “Servicescapes: The Impact of Physical Surroundings on Customers and Employees”, Journal of marketing, Vol. 56, 57-71 7 8. Plennie Vickery, P., Hynes, G, 2011, “HOW COMMUNICATION HIERARCHY STRUCTURES AFFECT CREATIVITY AND INDIVIDUALISM WITHIN ORGANIZATIONS”, Third Annual General Business Conference Proceedings, Sam Houston 9 10. Willig, C. 2003, "Discourse analysis", in Qualitative psychology: A practical guide to research methods, ed. J.A. Smith, Sage, London, pp. 159-83 11