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MGT 411 Week 1 Creativity and Innovation
Worksheet
Creativity and Innovation Table
Instructions:
Complete the Creativity and Innovation Table.
Describe creativity,
innovation, and the rules of innovation in your
own words. Include the
following in your response:
• One real-life management
example of using creative intelligence
• One real-life management
example of innovation
• All of the rules of
innovation and at least one sentence describing
each rule
Format your response and references consistent
with APA guidelines.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Introduction to Creativity and
Innovation Table
MGT 411 Week 1 DQ 1
Of the seven innovation rules listed in Ch. 1 of
making Innovation Work, which two rules are the most important to successfully
managing innovation? Explain your answer
MGT 411 Week 1 DQ 2
What are some of the most effective and least
effective ways to introduce innovative and creative change into an
organization? How is the process of innovative management enhanced, or
diminished, by contemporary business practices including widespread use and
access to the Internet and other communication and media technologies? Explain
your answer.
MGT 411 Week 2 Innovation and Strategic
Management Annotated Bibliography
Innovation and Strategic Management Annotated
Bibliography
Instructions:
Write an annotated bibliography of three
references on innovation and
strategic management. Your annotated bibliography
must complete the
following:
• Include three APA-formatted
references that are not from the same
author.
• Contain an abstract of at
least 200 words for each reference.
• Focus on the relationship
between innovation and strategic
management, specifically on the way innovation is
shaping traditional
strategic management.
Answer the following in at least 200 words after
you complete your
annotated bibliography:
• Based on your literature
review, what are the current strategic
management trends that are being shaped by
innovation?
• What specific aspects of
innovation are the most influential in
shaping strategic management?
• Explain your answers.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Week 2 Rubric
MGT 411 Week 2 Managing Innovation
Summary
Managing Innovation Summary
Instructions:
Discuss the characteristics of managing
innovation listed on p. 23 of
The Management of Technology and Innovation. As a
team, rank the
six factors in order of most important to least
important to the innovation
process. Write a 350- to 700-word summary of your
discussion that
includes the following:
• Your team’s rankings with a
brief description of each characteristic
• A description of how the team
approached the assignment and
arrived at a final decision for your order
Click the Assignment Files tab to submit your
assignment.
MGT 411 Week 2 DQ 1
Adventuring, confronting, and creating a
portfolio of skills are all ways to encourage creative thinking among
employees. What are the pros and cons of each strategy? What strategy do you
believe is most effective? Why?
MGT 411 Week 2 DQ 2
What are the most important resources that might
be employed in order to communicate and propagate an innovation plan in an
organization? What factors must be considered when developing a communication
plan regarding innovation? Why?
MGT 411 Week 3 Innovation Planning and Design
Paper
Innovation Planning and Design Paper
Instructions:
Write a 1,250- to 1,500-word paper on the
innovation planning and
design process addressed in Week Two. Include the
following in your
paper:
• Analyze the internal and
external factors related to designing
innovation strategies. Describe how they relate
to one another and to
the overall innovation process.
• Describe the factors involved
in innovation systems design. Explain
the importance of innovation systems.
• Describe the steps involved
in the innovation planning process.
Format your paper consistent with APA guidelines
and incorporate at
least four scholarly references in addition to
your texts.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Week 3 Rubric
MGT 411 WEEK 3 Learning Team Assignment Innovative Thinking Outline
Learning Team Assignment Outline
Instructions:Begin working on the Innovative
Thinking in a business:
Measuement and Reward System & Theory-Based
Strategic
Experiment assignments outlined in the Syllabus
and submit an outline
of the Week 4 Innovative Thinking assignment.
MGT 411 Week 3 DQ 1
Describe a time when you used heuristic thinking
to solve a problem at work. What steps did you take to solve the problem? What
was the outcome? Is there anything you might have changed about your
problem-solving process?
MGT 411 Week 3 DQ 2
Leadership, engagement, extension, and alignment
are four key issues related to implementation. Which of the key implementation
issues do you feel is most important? Which is least important? Explain your
answers.
Learning Team Reflection Week Three
MGT 411 Week 4 Organizational Ecosystem Case
Study
Organizational Ecosystem Case Study
Instructions:
Complete the Organizational Ecosystem Case Study
assignment
located in the Materials section.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Organizational Ecosystem Case
Study
MGT411 Week 4 Innovative technology Worksheet
Innovative Technology Worksheet
Instructions:
Complete the Innovative Technology Worksheet
located in the
Materials section.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Innovative Technology
Worksheet
MGT 411 WEEK 4 Learning Team Innovative
Thinking in a Business
Innovative Thinking in a Business: Measurement
and Reward System
Instructions:
You are a management team in a selected virtual
organization. Your
business is shifting its focus and has indicated
innovation as a high
priority. To integrate innovation into the culture
of the company even
further, an employee measurement and reward
system is being
developed by your team.
Access the Virtual Organization web page to
select either Kudler Fine
Foods, Riordan Manufacturing, or Huffman Trucking
as the basis for
your team assignment.
Write a business proposal. Determine how you
might measure and
reward employees for innovative thinking and
write an informal proposal
of your ideas to the organization’s CEO or
founder Your proposal must
be at least 500 words and include the following:
• Define how success will be
measured.
• Describe how the system will
affect the hiring process.
• Describe how employees will
be rewarded for innovative thinking.
• Describe how the system might
affect financial management,
investor relations, and market perceptions among
shareholders.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Access to the Virtual
Organizations
MGT 411 Week 4 DQ 1
What are two advantages of merger or acquisition?
What are two disadvantages of merger or acquisition? List two examples or
situations when merger or acquisition would be more beneficial to a company
than developing technology internally.
MGT 411 Week 4 DQ 2
What are the key issues that must be considered
when implementing externally obtained technology? Do these issues differ from
implementing internal technology? Why or why not?
MGT411 Week 5 Training Session Handout
Training Session Handouts
Instructions:
You are the director of an organization and you
are tasked with training
your management team on creative problem solving,
leadership, and
employee motivation.
Create three bullet-point handouts to distribute
during your training
session. The handouts must address the following
topics:
• Creative problem solving:
Describe approaches to creative problem
solving and ways to encourage creative problem
solving among
employees.
• Employee motivation: Identify
ways to generate motivation during
times of organizational change.
• Leadership: Identify the role
of the leadership in the innovative
culture of an organization.
Note. Each handout must contain at least five
main points or topics and
must not be more than one page in length. There
are no stipulations on
how to format the handouts. Be creative with
fonts, styles, and
formatting. If you include images, keep the
images small to limit the size
of your document. Cite your images and references
according to APA
standards. Submit your handouts as one Microsoft® Word
attachment.
Click the Assignment Files tab to submit your
assignment.
SupportingMaterial:Week 5 Indiv Rubric
MGT411 Week 5 Presentation Strategic Review
MGT 411 Week 5 DQ 1
What is the role of leadership in a creative and
innovative culture? What tasks and qualities must leaders focus on to create
and maintain an innovative culture?
MGT 411 Week 5 DQ 2
How might a leader generate employee motivation
to maintain creativity during times of organizational change? What are two
effective strategies to generate motivation? What are two ineffective
strategies to generate motivation?
MGT
411 Final Exam 100/100
Technology pushes society when:
Innovations make unwanted changes in society that
are unfortunate such as pollution.
Innovations push the government to make new
regulations in order to control the activity.
New technology strains the social fabric of the
society to the breaking point.
The technology was not demanded by society but
once available it is quickly adopted by society.
The technology is demanded by society and it
leads to changes in the society.
Technology’s impact:
Is ongoing.
Occurs in small very distinct steps.
Occurs in large shifts over time.
Is not significant.
Is limited unless combined with money.
Technology’s impact is:
Only in particular business units
Is significant only for certain people in the
organization
Occurs only outside the business organization
since it is so pervasive.
Is organization wide.
Effects societies not businesses.
The goal of management of technology and
innovation in an organization should always be to:
Create new technology that is groundbreaking.
Expand the number of employees in R&D
Create value for the firm.
Be efficient
Maximize this quarter’s profits.
There are several definitions of technology in
the text; all the definitions have some common elements. Each definition
implies:
A systematic approach to the desired outcome.
Change is an outcome.
Change occurs rapidly.
Changes in technology occur at random.
Both A and B
Technology can be broadly defined as:
A process whereby new and improved products,
processes, materials, and services are developed and transferred to a new plant
or market where they are appropriate.
All the knowledge, products, processes, tools,
methods, and systems employed in the creation of goods or in providing
services.
A coordinated set of actions that fulfill the
firm’s objectives, purposes, and goals.
The systematic gathering of information that
leads to the generation of feasible alternatives for the firm.
The elements of planning, implementation, and
evaluation and control.
Evaluation and control of technology is the:
Checking to be sure the technology works
Ensuring the technology meets the specifications
of the manual
Commonly ignored.
Monitoring to ensure technology meets goals and
desired outcomes.
Typically outsourced to ensure proper operation.
The management of technology is defined as the
linking of different disciplines to:
Plan, develop, implement, monitor and control
technological capabilities.
Make sure that the technology works.
To find the most efficient technology.
To find the most economical technology.
Control the use of technology.
Innovation can be defined as:
The process whereby new and improved products,
processes, materials, and services are developed and transferred to a new plant
or market where they are appropriate.
All the knowledge, products, processes, tools,
methods, and systems employed in the creation of goods or providing services.
A coordinated set of actions that fulfill the
firm’s objectives, purposes, and goals.
The systematic gathering of information that leads
to the generation of feasible alternatives for the firm.
The elements of planning, implementation, and
evaluation and control.
All of the following are elements of strategic
management EXCEPT:
return on investment
implementation
planning
evaluation
control
__________ are the monitoring of technology to
ensure that it meets the desired outcomes.
implementation and control
planning and implementation
evaluation and control
evaluation and monitoring
implementations and evaluations
Firms that manage innovation well have which of
the following characteristics?
They provide clear direction
They provide a supportive atmosphere
They separate funds for innovation.
They have realistic expectations.
All of the above.
Technology is defined to include ____ employed in
producing a good or service.
knowledge
products
processes
methods
all of the above
Benefits of innovation include all of the
following except:
Greater control over process and outcomes
Greater profit potential as first mover
Greater ability to evaluate competitors
Greater understanding of the technology
Greater ability to potentially develop the next
generation of technology
Drawbacks of innovation include all of the
following except:
Keeping a pipeline of new products is difficult
Greater risk of failure to develop the right
products at the right time
Greater liability for failed products
Usually internal development is slower
there is always the danger of someone beating you
to the market
The first question that should take place as the
firm conducts it innovation strategy planning is ____?
Do we innovate internally or not
Are we making a profit
What is happening in economy
What is attitude of leadership to innovation
Will shareholders tolerate innovative strategy
Systems integration:
is R&D that largely takes place outside of
the firm.
is high risk/high return.
involves adjusting the ways a firm organizes it
systems, structures, and knowledge to increase leverage.
adds to basic understanding of a new field.
Is the most difficult type of innovation to
accomplish.
Process innovation focuses on ____.
a. The development of new products.
b. Increasing effectiveness and effectiveness of
the organization.
c. Increasing profits.
d. Decreasing the number of employees in the
firm.
e. basic R&D
Reengineering’s goals include all of the
following except:
increasing productivity
optimizing value to shareholders
achieving quantum results
expanding functions
eliminating unnecessary levels and work
To create an environment for innovation a manager
must understand all of the following except?
The reality of innovation
What are the needed characteristics of innovation
for their business climate
What each level of the organization should be
doing to create a climate of innovation within the organization
What organization needs to do to maintain this
innovation climate
Seek a new vision for the organization
How should you describe the innovation process?
irregular and unpredictable
straight and narrow
defined and renowned
nice and easy
slow and steady
Which one of these statements is a myth about
innovation?
Seek a balance of behaviors
Leadership, culture and process form a
three-legged stool
Ideas are the key to innovation
You organization has lots of brilliant ideas that
you’ve never heard of
Do not blind yourself to the human dimension
Which is not one of the four critical elements to
implementing innovation as a strategy in the organization?
Opportunity
Leadership
Extension
Alignment
Engagement
For successful innovation implementation leaders
need to ensure;
a clear identification of those financial goals
that will drive the firm.
that there are strong accounting and financial
sectors of the firm to ensure that funding is strictly accounted for.
that there is a culture of collaboration and
cross functional initiatives.
that perform measures are strictly used.
those members of the leadership team that do not
support the goals are replaced.
Innovative organizations typically are founded
and lead by;
a strong leader that utilizes a hierarchical
organization.
leaders that are willing to “break a few eggs” to
get things done.
individuals driven by financial rewards.
teams of individuals.
individuals who had the “ah-ha” moment that led
to the founding of the firm.
Informal power comes from:
the title of the individual.
the official position of the individual.
the expertise and knowledge of the individual.
age of the person.
strength of the person.
A leader should ask all of the following
questions in the implementation process except:
Is there an open, questioning attitude among
employees?
Does the organization have a clear hierarchy that
ensures all opinions are processed to
prevent information overload?
Is the organization avoiding the ruts?
Are there strategic gaps?
Is there a vision of where the firm needs to go?
The three methods that can help to establish the
view by employees that they are part of the organization or system are all of
the following except:
mentor
train and develop
sympathize
build a knowledge-based culture
none of the above
Mentoring can be ____ to be successful:
Formal but not informal.
Informal but not formal.
Unobserved.
Informal or formal.
Structured.
Benchmarking involves the:
building a bench or portfolio of new products
that can be introduced to market
building a bench or portfolio of innovations that
the firm pursues consecutively
comparing the “best” firms in any domain to a
given firm’s performance and processes in that domain
comparing your firm’s performance and processes
in a given domain to the industry average in that domain
determining how the firms with the largest sales
in a given domain conduct their activities in a given domain
Extension occurs when _____ and _____
competencies are understood sufficiently so that ideas lead to action.
innovation, market
market, strategy
product, market
strategy, product
innovation, strategy
One of the primary reasons firms have difficulty
being innovative is:
the firm’s structure
competitors’ actions
industry structure
communication technology failures
skills of people in the organization
The strategic reasons a firm would look to use a
merger or acquisition include all of the following except:
the firm’s current product line is falling
quickly behind that of its competitors.
a new competitor is about to enter the market the
dynamics of the industry will change.
the firm discoveries its processes are not as
efficient or effective as competitors’.
the firm believes its current products or
processes are not going to be successful in long
run
the firm wishes to eliminate all potential
competitors
The key element of planning externally focused
technology acquisition efforts is to:
determine the nature of competitors
determine the nature of the external activity
that will occur
determine the industry structure
determine the firm’s internal resources
determine the top management’s orientation to
such activities.
A _______ is defined as a partnership of two more
corporations to achieve strategically significant objectives that are mutually
beneficial.
Limited Partnership
Strategic Partnership
Strategic Alliance
Limited Alliance
Informal Alliance
Mergers and acquisitions can allow a firm to
accomplish a variety of strategic goals. Which one is notassociated
with the purchasing firm?
Enter a market quickly or increase speed to
market
Avoid costs and risks of new product development
Gain market power
Earn premiums from the stock market
Acquire knowledge
The outright purchase of a firm or some part of
that firm is known as:
Acquisition
Merger
Joint Venture
Franchising
Alliance
The keys in planning for a merger or acquisition
includes all of the following except:
whether the merger and acquisition creates value
the evaluation of whether the technology has the
ability to maintain competitive advantage
compatibility
immediate ability to be profitable
design of organizational systems, structures and
processes
Key expectations should take priority in the
integration effort except in which area.
Service/product continuity
Cost structures
External administrative services
Productivity
Information systems alternatives
The three elements that need to be considered in
integration are:
Due diligence, shared lessons, and blended
structures and cultures
Due diligence, training and development, and
shared lessons
Shared lessons, training and development, and fit
Training and development, fit, and due diligence
Speed, synergies, and diligence
The reasons that training and development are so
important in the execution of an alliance or merger/acquisition include:
There is an evolution of cultural norms that
necessitate changes in policies and procedures
The new employees need to learn the cultural
norms of the larger partner to enhance blending
Changes in reporting relationships need to be understood
so old interpersonal connections are not disruptive to the goals of the new
entity
The manager needs to indicate that the “ship is
rising on the rising tide.”
T&D lessens the need for meetings and
explanations that are unnecessary.
The losses an employee can feel during
integration typically can include all of the following except:
status
network of informal relationships
understanding of the future
prior pay level
understanding of what their individual job
entails
The basis for competitive advantage of a
technology focused firm ___.
is difficult to identify.
are the capabilities of the firm.
will be changed every year.
cannot be overcome due to patents held by the
firm.
is a daily struggle for the firm to maintain.
All of the following are strategic capabilities
that a firm needs for success except __.
leadership
a culture of support
appropriate industry structure
an organizational structure that fits with goals
skills necessary to implement given strategy
When a company is developing its capabilities, it
should do all of the following except:
Develop a clear strategic logic for processing
information and sharing knowledge
Put into place the appropriate structures and
processes for technical and nontechnical activities
Motivate employees to take advantage of
capabilities
Make sure the structure of the organization is
hierarchical and well-defined
Allow resources to be captured by the right
people at the right place at the right time to make a competitive difference.
The key sustainable competitive advantages for a
firm using an internal innovation strategy include
improved process control, broader portfolio
possibilities, and higher value-added products
improved process control, higher value-added
products, and better proprietary positioning
reduced time to market, broader portfolio
possibilities, faster decisions
faster decisions, higher value-added products,
larger structures
better product understanding, faster decisions
about market entry, larger firms
The result of a competitive advantage should
focus on ___.
obtaining excessive rewards from market
creation of value for firm
creation of value for consumers
obtaining profits
expanded job opportunities
For technology oriented firms, it is important
for managers to understand that value must be
the result of customer expectations
customer driven
added to the product through any means possible
closely tied to profitability
maintained by the employees
The ___ view of the firm argues that industry
structure is the principal determinant of profitability.
resource
industrial organization
agency
hypercompetition
re-engineering
All of the following would be intangible
resources except ___.
brand recognition
perception of quality
culture
innovation
financing
The most common sources of competitive advantage
would be ____.
intangible resources
tangible resources
either intangible or tangible
the equipment that advances the ability to
produce quality
the CEO
Each of the following is a step in the value
creation process except ___.
develop capabilities/investments that increase
innovation
recognize and deploy innovation by increasing
product activity or the number of products introduced
exploit innovation through sales growth
expand the market size through creative marketing
continue to improvement through investment in
support capabilities and/or improvements in efficiency and productivity
The foundation which must be present before an
organization can effectively conduct implementation is ___
knowledge
financial resources
structure
equipment
culture
Learning in the organization is the ___.
conversion of data into information
is knowledge that can be written down
comes for experience of the individual and is
internal to that individual
gathering and sharing of existing knowledge from
internal or external sources
the ability to obtain data
Explicit knowledge is ____.
the conversion of data into information
knowledge that can be written down
the experience of the individual that is internal
to that individual
the gathering and sharing of existing knowledge
from internal or external sources
the ability to obtain data
Organizational learning is the ____.
conversion of data into information
is knowledge that can be written down
comes for experience of the individual and is
internal to that individual
the acquisition of knowledge through the
application and mastery of new information, tools and methods
the ability to obtain data
The type and the amount of learning that must
take place for the firm to compete successfully depends upon
how much the organization needs to retrench its
activities
the organizational and technical complexity of
the firm’s internal and external environments
the knowledge acquisition strategy of the firm
the ability of top management to guide employees’
actions
how far behind the industry norm the firm is
The firm’s ability to learn
is a critical intangible resource for the firm’s
long term success
is tied to the firm’s ability to stay the
strategic course it has mapped out
is not as critical as its ability to acquire
knowledge
is based upon the firm’s tacit knowledge
none of the above
The greater organizational learning will occur
when ___.
there are fewer numbers and a smaller range of
things to gather data on
there are fewer number but a broader range of
things to gather data on
there are greater number but smaller range of
things to gather data on
there are a greater number and a broader range of
things to gather data on
the organization is small
Organizations that are structured for learning
are characterized by all of the following except ____.
a hierarchical structure to allow clear flow of
information
processes that encourage boundary spanning
internal network development
reward systems that tied to team and system wide
goals.
decision making based on shared and transferred
knowledge
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