a) Managing Creativity and Innovation is an oxymoron! When ideas are required, leaders tend to herd people into a room with a flip chart and conduct (usually an ineffective) brainstorming session. Implicit in this action is an acceptance that certain techniques and processes can increase problem identification, idea generation and elicitation of tacit knowledge. Structures such as Hero's Journey are accepted as increasing creative output when idea streams (such as in screenwriting) are needed. Product development theory has proven innovation strategies that allow better idea selection, development and commercialisation. Frameworks such as S-curve and idea funnels allow efficient monitoring of ideas through a pipeline and effective go or kill decision-making.

b) Creativity cannot be managed because ideas occur out of blue. Ideas are result of mind working on particular problems at various cognitive levels. Though you cannot predict what an idea will be, where it will occur and what form it will take you can increase likelihood of ideas occurring. Further, you can increase number of ideas produced, rarity of those ideas, diversity of those ideas and frequency of their production.

Employees can have differing needs that require differing methods of management as well. Problems arise when management style of a business owner does not match needs of employees.

There are two basic management styles that are also broken down into more minor categories, Autocratic Management Style and Permissive Management Style. An Autocratic Management Style is one in which business owner makes all decisions unilaterally. In other words, business owner is "boss" period and doesn't value input from employees. The business owner's word is law. The Permissive Management Style allows employees to take part in business decisions. A rather considerable degree of autonomy on part of employees is encouraged in this management style.

If a business owner possesses an Autocratic Management Style, and employees and/or type of business would benefit more from a Permissive Management Style, problems will arise, and vice versa.

Management styles may also be "situational", in other words, should be changed depending upon needs and growth of business, as well as differing situations that may occur.

How then can a business owner know if their overall "approach" or management style is hurting or assisting their business? Easy: Results.

The results of business, in all facets of business, will dictate which management style is needed, or if a business owner needs to amend their management style. If a business is doing well financially, if clients are routinely satisfied, if employees are happy, are all indications that management style of business owner is appropriate. Discontentment and loss of business would be indicators that approach is incorrect.

An example of this will explain this principle further:

Karen R. successfully managed her own business for several years. She employed a rather Permissive Management Style, allowing employees plenty of input, with a rather "family style" atmosphere developing. The employees were very much engaged in business and considered business "their own" as well, leading to much devotion on their parts.