Essays on Managing Creative Enterprises Coursework

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The paper "Managing Creative Enterprises" is an engrossing example of coursework on management. Creative enterprises, sometimes called cultural industries, refer to various economic activities whose primary concern is exploiting or developing knowledge and information. Creative enterprises comprise a very large number of activities that involve a great deal of imagination and creativity on the part of the people who are engaged in them (Howkins, 2001, p.   44). Such activities include fashion, music, performing art, and software development, among others. However, it is important to note that experts have not yet determined exactly which activities fit into the description of creative enterprises. The uncertainty as to what activities are to be classified under creative enterprises has led to different scholars having different definitions of the term creative enterprises (Hesmondhalgh, 2007, p.

29). Creative industries have gained more prominence in the world generally and Australia in particular for the economic wellbeing of the populace. The proponents of creative industries opine that creativity and innovation in the generation of knowledge are going to be the driving forces behind such industries in the twenty-first century.

This essay examines the challenges and opportunities for creative enterprises operating within Australia and discusses how these compare with global trends. Discussion History of Creative Arts in Australia Before Australia was established as a nation, it was home to settlers. Following the famous First Fleet, people from almost every corner of the earth have considered Australia their home. Many immigrants have diversified and enriched the cultural, civic, and political aspects of Australian society (Mullins, 2009, p. 101). The new arrivals have led to developments in food, language, music, cultural expectations, and international links as well as business opportunities.

The new arrivals bring to Australia stories of determination, hope, courage, and success, all of which have shaped the direction taken by the country in terms of development.

References

Alomes, S. (2009). When London calls: The expatriation of Australian creative artists to Britain. Cambridge: Cambridge Univ. Press.

Bianchini, F., & Landry, C. (2005). The creative city (Vol. 12). London: Demos.

Hesmondhalgh, D. (2007). The cultural industries. Los Angeles, CA: SAGE.

Howkins, J. (2001). The creative economy, or, how some people profit from ideas, some don’t, and the effect on all of us. London: Allen Lane.

Kean, M. (2010). The uncertain journey. Creative Industries. 60–61.

Knights, D., & Willmott, H. (2007). Introducing organizational behaviour and management. London: Thomson Learning.

Knights, D., Willmott, H., & Brewis, J. (2012). Introducing organizational behaviour and management. Melbourne: Cengage Learning.

Martin, J., & Fellenz, M. R. (2010). Organizational behaviour and management. Andover: Cengage Learning.

Mullins, L. J. (2009). Management and organisational behaviour. Harlow: Financial Times Prentice Hall.

NSW. (2000). Trade & investment. Melbourne: Department of Trade & Investment, Regional Infrastructure & Services.

Sarwal, A., & Sarwal, R. (2009). Creative nation: Australian cinema and cultural studies reader. New Delhi: SSS Publications.

Serle, G., & Serle, G. (2007). The creative spirit in Australia: A cultural history. Richmond, Vic: W. Heinemann Australia.

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