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1. Is teambuilding more problematic in the creative industries?

  • You may research the difference of the organic and mechanistic structure of originations.
  • You may research the difference extrinsic motivator and intrinsic motivator.

Watch Dan Pink: The puzzle of motivation https://www.ted.com/talks/dan_pink_on_motivation#t-751773 

2. Make a list comprising functions that are ‘artistic’ and others that are ‘production’ oriented at Les Folies Bergere

  • You may define the meaning of ‘production’ and ‘artistic’.
  • You may research other similar theatres beyond the information in the case. 

3. Choose any two functions from Figure 10.4 and explain why they need to know and understand what each other is dong.

  • Figure 10.4 is in the case.  
  • Q2 research suggestions would  help to produce  better answers rather than being limited in the information in the case. 

4. Identify five potential sources of tension and conflict in the production team at Les Folies Bergere

  • The following slides show typical sources of conflicts in the workplace. (be aware they are not the sources of tension of Les Folies Bergere)
  • You may research the type of conflicts, and ‘con’ and ‘pro’ of the conflicts. (see the other slides following) 

Functions in the Creative Industry

Nowadays, the concept of creative industries is growing rapidly. In this industry, the creativity is considered basic element or input of the industry, while intellectual property is considered output of the industry. Creative industry is an innovative demonstration of the elements of industry. In the template of DCMS, the description of creative industry was initiated in 1998. This definition then used in various other nations. The term is basically used to evaluate the size as well as development of this sector. This is used to make innovative strategy (Coe, 2001). So, it can be said that creative industries are quickly developing collection of industries. This is an essential sector for attention of strategy. Creative industries are significantly different from other kinds of industries. In other manufacturing or service industries, various resources such as human, physical and tangible are used as inputs. The commodities and services are considered output of the industries. However, creativity is considered input of creative industry while intellectual property such as patents, copy rights and trademarks are considered output of creative industry. Variety of financial activities which are related by the development or utilization of information as well as knowledge are included in creative industries. Creative industries are also known as creative economy or cultural industries. No one comprehends strategy, art for the sake of art, principle of motley crew, unlimited variety, A/list or B/List, time flies and as longa are main characteristics of creative industries (Frontier Economics. 2006).

In the case study of Les Folies Bergere Theatre, it is mentioned that time making is difficult in case of creative industries. Like Theatre Company, various members of team are not shown in by the audience. Yet they perform significant role in success and development of theatre industry.   

In the case study of Les Folies Bergere Theatre, it is declared that team building is deemed significantly essential for success and development of the company. The success and development of a company relies on effective teambuilding. All activities and acts are performed excellently in the teams. Teambuilding is also essential in creative industries. Teambuilding is essential in Theatre Company according to case study of Les Folies Bergere Theatre because of various aspects such as:

Acts that make innovative negotiation facilitate open negotiation between workers, and among management and workers. Through excellent negotiation, the disputes and conflicting issues among management and employees decrease in creative industries. In the same way, the disputes among management and employees in other industries also decrease. This impacts the profitability in positive way (DCMS, 1998). It is mentioned in the case study of Les Folies Bergere Theatre that negotiation among production team enhances due to teambuilding. Various members of production team in Les Folies Bergere Theatre such as director, producers, managers, artistic directors and stage team show excellent communication.

Leadership of team and development of teams go collectively. The workers will do more profitable work, when they are provided opportunities to express their viewpoints and ideas clearly. The level of creativity enhances in creative industries through motivation of workers. In manufacturing or service industries, the profitability level enhanced significantly. This positively impacts the income and revenue (Miles and Green 2008). It is mentioned in the case study of Les Folies Bergere Theatre that all members have clear information about their roles and responsibilities due to effective team building. It is also mentioned in in the case study of Les Folies Bergere Theatre that they learn diverse aspects and characteristics of team members.

Teambuilding and Success

When teams are provided with challenging situations and issues, their level of creativity and innovation enhanced. They are forced to provide appropriate solutions of conflicts. The teams attain innovative and new experience. Doing work collaboratively with other associate of team may boost level of innovation and innovative concepts. In creative industries, this concept enhances the level of creatively, due to which industries earn positive outcome. In other manufacturing or service industries, enhancing creativity positively impact performance and profitability (Caves, 2000). It is mentioned in the case study of Les Folies Bergere Theatre that creativity enhanced in Theatre Company due to excellent negotiation and communication in teams.

Teambuilding is considered difficult in creative industries. It is analysed in the case study of Les Folies Bergere Theatre that the main reason is that different companies have different structures. The culture is considered significantly essential in the case of Les Folies Bergere Theatre. The information is clearly passed by one member to another member regarding roles and responsibilities due to effective culture in the Les Folies Bergere Theatre. Basically, two structures are followed in companies:

In mechanistic structure, the workers work individually and personal specialization is considered important. The management of authority is well-defined and demonstrated. Higher authority makes all decisions while these decisions are communicated vertically. Numerous rules and policies are used for conducting operations. Basically, written communication is done in this structure. Different people have different positions and each task is assigned to an individual (Flew, 2007).

In organic structure, workers perform duties in teams and share their strengths and weakness. Main integrated mechanism are task forces as well as various teams. The employees are provided opportunity to take part in decision making process. Basically, face to face communication is done. Unofficial status is followed to enhance the proficiency and level of productivity. Companies contain structure of teams and individuals. The culture is considered significantly essential in the case of Les Folies Bergere Theatre. The information is clearly passed by one member to another member regarding roles and responsibilities due to effective culture in the Les Folies Bergere Theatre.

On the basis of this analysis, it can be said that teambuilding is easy in creative industries which follow organic structure. However, teambuilding is difficult in industries which follow mechanic structures (Gulliksen, 1987).

Various intrinsic motivators such as interest level, values, standards, enjoyment, happiness, individual achievement and gratification impact the process of teambuilding. In the same way, various extrinsic motivators such as money, reward, force, praise, pressure, easiness, social assistance and sense of value also impact the process of teambuilding. All these activities collectively impact the whole process of teambuilding in creative industries. But in the Les Folies Bergere Theatre, the reward is considered more essential to produce high quality work. Job satisfaction and response of audience are also essential in in the Les Folies Bergere Theatre. The artistic feels sense of satisfaction when the response of audience is high regarding the performance and presentation aspects in the Les Folies Bergere Theatre. In the case of in the Les Folies Bergere Theatre, the team building is not difficult. The member are highly motivated. The collaboration in theatre excellently. In the Les Folies Bergere Theatre, teams provide excellent advantages.

Understanding the Importance of Different Functions

The functions that are used to enhance funniness, to place concentration on the plot, to improve a love concentration, and to act as frustrate for another character are known as artistic functions. In the Les Folies Bergere Theatre, these functions of art are used to differentiate people in diverse way, sometimes, it can be said as opinion about politics or a function. The functions of art are to demonstrate characteristics of things achieved for granted as well as extend on them. The core objective of any artwork is to provide something different and valuable. Artwork is a thing that is made or created generally for appreciation or praise. The characteristics of artwork change on regular basis (Kelly and Karau 1999).

In the Les Folies Bergere Theatre, the core examples of artistic functions are architecture, art, advertising, film, music, fashion, designing, crafting, TV, radio, research and development, software, performing art, video gaming and publishing. All these functions are included in artistic functions.

The production orientation phase is considered significantly essential phase of product development. In the Les Folies Bergere Theatre, the main activities of advertising and promotion are done in this phase. The appropriate demand of commodities, pricing strategies and quantity of production are decided in this phase.

The production orientation contains various marketing function. In the Les Folies Bergere Theatre, the main production functions are direction, script writing, performance, stage management, stage performance, and management of audience (Wallas, 1926).

In the Les Folies Bergere Theatre, we have selected artistic director and stage management for evaluation and analysis. Artistic director is a person whose accountability is to select and interpret the activities done by Opera Corporation, theatre and ballet. In the Les Folies Bergere Theatre, the artistic direction of a company is handled by artistic director in art organization generally a theatre. They are considered the manufacturer and director of films and music in non-profitable companies. In the Les Folies Bergere Theatre, all activities in theatre are managed and handled by artistic director. The entire objective of the production as well as the demands of the show is possessed and managed by artistic director. He is required to demonstrate the schedule, choreography, and set of the team of stage management (Shalley and Perry-Smith 2001).

In the Les Folies Bergere Theatre, the team of stage management is accountable for making sure that sound, scenes of stage as well as lighting are in accurately the appropriate place as well as arrangement. In the Les Folies Bergere Theatre, they are required to arrange each and every thing according to script and choreography made the director of artistic. The excellence of acts or show relies in the collaboration and cooperation among the production of artistic and management of stage. In the Les Folies Bergere Theatre, the director of show is required to communicate and negotiate regarding basic needs and demands of show. On the other hand, the team of stage management has to be capable to transfer the act in precisely the method intended (Kelly and Karau 1993).

Sources of Tension and Conflict

The success and development of a company relies on effective management of conflicts. Management of conflicts significantly impacts the performance and development of the company. In teams, various sources of team conflict are identified. According to case study of Les Folies Bergere Theatre, there is basically two types of conflicts:

The relationship conflict is also known as emotional conflict. This happens when there is apparent inharmoniousness and discomfort among members of group, and particularly involves anxiety, arrogance and hostility among individuals. The relationship conflict significantly impacts the performance and presentation of team and organizations. This conflict occurs due to individuality differences or pessimistic associations. Three types of components are included in relationship conflict. When one individual is interfering with objective of other, it is behavioral component. Deviation among two individual due to different objectives, goals, values and interest is known as cognitive component. Pessimistic emotions developed from conflict are known as affect components. All these components effectively participate in relationship conflicts (Wall and Callister 1995).

Gratification level and commitment of members of group is negatively impacted by the relationship conflict. Relationship conflict also possesses adverse impact on the excellent of decisions of teams. This happens as this kind of conflict restricts the capability of members of team to evaluate information. The members consume additional time and energy on assessing and evaluating other team members. They do not spend quality time on evaluation of information. The level of trauma and nervousness also boosts, so restricting the capability of team to consider and comprehend various issues. Aggressive and hostile thinking is also motivated by this (Simons and Peterson 2000).

On the other hand, a little communication is enough to correct all conflicts and issues. It is an important indicators of relationship and shows the importance of relationship. The level of trust and honesty increases when the conflict is managed effectively.

The conflict that occurs due to misunderstanding is known as task conflict. Task conflict basically happens when there are apparent difference among members of teams regarding the substance of their selection as well as included divergence in opinions, concepts and viewpoints. This conflict happens when two participants are not capable to go ahead on an activities because of different requirement, conducts, or behaviors. Behavioral component, cognitive component and affect component are three main components of this conflict. When one individual is interfering with objective of other, it is behavioral component. Deviation among two individual due to different objectives, goals, values and interest is known as cognitive component. Pessimistic emotions developed from conflict are known as affect components (Robbins, 2000).

The task conflict motivates excellent comprehension of the problem being demonstrated and defined. This motivates the understanding among members of group and group as whole. With excellent and extensive understanding of issues and problems, the members of team make excellent and corrective decisions. The better quality decisions are made when the opinions of other persons are also included. This enhanced the level of gratification with decisions of team. It enhanced the level of assurance and self-confidence as members are provided opportunities to take part in decision making process (Jackson and Peterson 2001).

However, task conflict also impact negatively the performance of decision. The members do not accept the decisions made by others due to different opinions and viewpoints.   

Tension as well as conflict according to Les Folies Bergere Theatre are:

  • The sequence of artistic events that generate the show in a flawless and organized way is not being explained by the artistic director. This generated the confusion among staff of production
  • The organization of acts that generate the show can be such that crew of stage are not able to transfer the modifications required in allocation of time
  • The team of production require to be capable to perform activities with the technicians to make sure that what is planned by the director of artistic is able to be generated. When the objective of show is enforcing the capability of technicians to the restriction, then tension can occur
  • The lines and hierarchy of powers should be clear to everyone. On the other hand, the personnel will not comply with commands as well as the entire production will be in danger and harm
  • The manager of company is accountable to make sure the well-being of actors. The tension may happen when the payments and recompenses do not show what the manufacturer is inquiring them to perform.

These are basic five sources of conflict that can arise tension and anxiety in production team (Bradford, 1999).

References 

Bradford, K. 1999. Conflict management in buyer-seller relationships. Unpublished doctoral dissertation, University of Florida, Gainesville.

Jackson, S., and Peterson, R. 2001. Task and relationship conflict in project teams. Unpublished manuscript.

Robbins, S. P. 2000. Managing organizational conflict: A nontraditional approach (9th ed.). Englewood Cliffs, NJ: Prentice Hall.

Simons, T. and Peterson, R. 2000. Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust. Journal of Applied Psychology, 85, pp. 102–111.

Wall, J. and Callister, R. 1995. Conflict and its management. Journal of Management, 21, pp. 515–558

Kelly, J. R. and Karau, S. J. 1993. Entrainment of creativity in small groups. Small Group Research, 24, pp. 179-198.

Shalley, C. E. and Perry-Smith, J. E. 2001. Effects of social-psychological factors on creative performance: The role of informational and controlling expected evaluation and modeling experience. Organizational Behavior and Human Decision Processes, 84, pp. 1-22.

Wallas, G. 1926. The art of thought. New York: Harcourt, Brace.

Kelly, J. R. and Karau, S. J. 1999. Group decision making: The effects of initial preferences and time pressure. Personality and Social Psychology Bulletin, 25, pp. 1342-1354.

Gulliksen, H. 1987. Theory of mental tests. Hillsdale. New Jersey: Lawrence Erlbaum.

Flew, T. 2007. Understanding Global Media. New York: Palgrave Macmillan.

Caves, R E 2000. Creative Industries: Contracts between art and commerce. Cambridge, MA: Harvard University Press.

Coe, N.M. 2001. A hybrid agglomeration? The development of a satelliteMarshallian industrial district in Vancouver's film industry. Urban Studies, 38(10), pp.1753-1775.

Miles, I., and L. Green, 2008. Hidden innovation in the creative industries. NESTA Research Report, London.

DCMS, 1998. Creative Industries - Mapping Document. Department for Culture, Media and Sport, London.

Frontier Economics. 2006. Comparative Analysis of the UK’s Creative Industries. Reports to DCMS, London.

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