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Ustvarjalnost in inovativnost sta nepogrešljiva termina pri obravnavi današnjih, sodobnih organizacij, ki bijejo neusmiljeno bitko za deleže na vse bolj nasičenem trgu. Organizacije, ki poleg tehnično-tehnoloških inovacij vse bolj poudarjajo inoviranje upravljavskih procesov kot netehnološke inovacije, in to z uporabo etike soodvisnosti in celovitega pristopa, so v tekmi za prevlado med konkurenti uspešnejše, zgledne pa so tiste, ki poleg tega upoštevajo še načela družbene odgovornosti. Menedžerji kot nosilci upravljavskih procesov se zavedajo kompleksnosti in izzivov v tem vseobsegajočem in prepletajočem se organizacijskem ustroju, zato je njihova ustvarjalnost, kakor tudi ustvarjalnost slehernega posameznika v organizaciji, bistvenega pomena pri premagovanju ovir in ustvarjanju sinergijskih učinkov znotraj organizacije. Slovenske nevladne in neprofitne športne organizacije so še vedno pod vplivom starih družbenih ureditev, kjer sta prevladovali solidarnost in pridnost, inovativnost pa z veliko počasnostjo zamenjuje zakoreninjeno rutinerstvo, kar ima za posledico, da inovativnost slovenskih športnih organizacij zaostaja za primerljivimi organizacijami v ZDA in Veliki Britaniji Evropa je tudi kasneje kot ZDA dojela pomembnost menedžmenta kot znanosti, še manj raziskan pa je menedžment nevladnih in neprofitnih športnih organizacij, zlasti glede netehnoloških inovacij. Problem slovenskih nevladnih in neprofitnih športnih organizacij je predvsem v zastareli organizacijski kulturi z nezainteresiranostjo ali celo s strahom menedžerjev pred spremembami in inoviranjem v organizaciji. Zaradi teh dejstev obstaja ogromen potencial razvoja invencijsko-inovacijsko-difuzijske dejavnosti v slovenskih športnih organizacijh iz povprečnih v odlične organizacije. To je sicer zahteven in dolgotrajen proces, a s pomočjo novega modela invencijsko-inovacijsko-difuzijskega menedžmenta ter z nekaterimi drugimi spoznanji iz te raziskave je možen in izvedljiv. Predloženi novi model invencijsko-inovacijsko-difuzijskega menedžmenta je po mojem mnenju dobra osnova za nevladne in neprofitne športne organizacije na poti pri doseganju prvin inovativnih organizacij sodobnega sveta. Model je sestavljen iz nekaterih spoznanj globalnega modela inovativnega menedžmenta, spoznanj družbenoodgovornega modela upravljanja človeških virov, obnašanja vrhnjega menedžmenta po vzoru »vodja 5. ravni« ter kulture discipline. Model prav tako upošteva uporabo metodologije »šest klobukov razmišljanja« na sejah ter uporabo sinergije med metodologijama SREDIM/USOMID in »šest klobukov razmišljanja« pri premisleku, planiranju in odločanju o bolj kompleksnih temah. Novi model bo ustvaril takšne pogoje v organizaciji, ki bodo pritegnili tiste, ki jih organizacija najbolj potrebuje – strokovnjake, ki svoj poklic opravljajo iz strasti oziroma navdušenja ter so ponosni na svoje delo. Creativity and innovation are essential terms in dealing with today's modern organizations, which are waging a relentless battle for their share in increasingly stacked market. Organizations which in addition to technological innovation place their increasing emphasis on innovation management processes as non-technological innovation, with use of ethics of interdependence and holistic approach, are more successful in the race to win over their competititors exemplary are those that in addition take into account the principles of social responsibility. Managers are fully aware of the complexity and challenges arrising in this comprehensive and intersecting organizational structure, therefore their creativity, as well as the creativity of every other individual in the organization is crucial in overcoming barriers and creating synergy within the organization. Slovenian non-government and non-profit sports organizations are still under the influence of the old social systems, which were dominated by solidarity and diligence innovation is slowly replacing the rooted routines, making innovation in Slovenian sports organizations lag behind comparable organizations in the USA and the United Kingdom. Europe realized later than USA the importance of management as a science. Few researches were made for the management of non-government and non-profit sports organizations, especially about non-technological innovations. The problem of Slovenian non-government and non-profit sports organizations is mainly the old-fashioned organizational culture and disinterestedness or even fear of managers concerning changes and innovations within the organization. Due to these facts, there is an ample potential for the development of invention-innovation-diffusion activities in Slovenian sports organizations from being average to becoming excellent organizations. This is a demanding and time-consuming process however application of a new introduced model of invention-innovation-diffusion management and certain other insights from this research can make this be achieved. The new model of invention-innovation-diffusion management is in my opinion a solid basis for non-government and non-profit sports organizations on their path towards achieving the innovative elements of the organization of the modern world. The model consists of findings about a global model of innovation management, socially responsible model of human resource management, top management with characteristics of "level 5 Leadership", culture of discipline and application of the methodology "Six Thinking Heats" in meetings synergy of methodologies SREDIM / USOMID and "Six Thinking Heats" during planning and decision-making on more complex topics. The new model will create such conditions in the organization, that will appeal to those who are most in need of the organization - the professionals who perform their profession with passion and enthusiasm and are proud of their work.

Brez ustvarjalnosti ni idej, ki bi pripeljale do inovacij, nujnih za preživetje podjetja. Zato pa je pomembna ustvarjalna svoboda. V današnjem času je spodbujanje ustvarjalnosti izrednega pomena, saj zagotavlja obstoj in razvoj podjetij. Za večjo ustvarjalnost zaposlenih je ključnega pomena subjektivno dobro počutje zaposlenih. Diplomski seminar tako obravnava ustvarjalnost, ustvarjalno sodelovanje in subjektivno dobro počutje zaposlenih na delovnem mestu. Ustvarjalno mišljenje, ki ga spodbuja subjektivno dobro počutje, največkrat poteka v fazah, ki jim pravimo priprava, zorenje, razsvetlitev in preverjanje. Pri iskanju idej si lahko pomagamo z mnogimi tehnikami ustvarjalnega mišljena, ki lahko potekajo skupinsko ali individualno. Vse ideje, ki jih lahko dobimo s tehnikami ustvarjalnega mišljenja, pa niso nujno vedno koristne. Z raziskavo, ki smo jo izvedli v podjetju Impol d.o.o., smo želeli ugotoviti, ali so zaposleni na delovnem mestu ustvarjalni ter kakšno je subjektivno dobro počutje zaposlenih. Ugotovili smo, da so anketirani zaposleni na delovnem mestu ustvarjalni, da radi oblikujejo nove ideje ter jih predstavijo sodelavcem. Z analizo smo ugotovili, da najbolj spodbuja zanimivost dela ustvarjalnost ter plača in druge materialne oblike nagrajevanja. Lestvica zadovoljstva z življenjem je pokazala, da so zaposleni v povprečju zadovoljni z življenjem. Prav tako smo z analizo raziskave ugotovili, da na delovnem mestu prevladujejo prijetni občutki, neprijetni pa so prisotni redko. Innovations are necessary for necessary survival. There are no conceptions without creative thinking, which would lead to innovations. Creative freedom is very important for searching of new ideas. Therefore, to encourage creativity is of an exceptional importance nowadays, because it ensures companies' progress and existence. The key importance for bigger employee’s creativity is also their subjective well-being. Creative thinking is stimulated by subjective well-being proceeds in several stages, namely: preparing, maturing, illuminating and checking. During the search for new ideas different techniques of creative thinking can be helpful, which can be performed in groups or individually. However, some ideas gained by the help of particular creative thinking techniques do not necessarily have to be good for every company. With the research, which was conducted in the company Impol d.o.o., we want to determine whether the employees in the workplace creative and what their subjective well-being is. We found out that the employed respondents are creative in the workplace and they like to come up with new ideas and present them to co-workers. The analysis showed that interesting work, salary and other forms of material rewards mostly encourage creativity. Satisfaction with Life Scale showed that the average employees are satisfied with their life. We also found out with the research that the workplace is dominated by pleasant feelings, unpleasant are rarely present.