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MGT 411 Week 1 Creativity and
Innovation Table
Creativity and Innovation Table
Complete the Creativity and Innovation Table located in the Materials section
in Week One. 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
MGT 411 Week 1 DQs
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
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 DQS
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?
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 2 Managing Innovation
Summary
MGT 411 Week 2 Innovation and
Strategic Management Annotated Bibliography
MGT 411 Week 3 DQS
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?
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 3 Innovation Planning and Design
MGT 411 Learning Team Reflection
Week Three
MGT 411 Week 4 DQS
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.
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?
MGT 411 Week 4 Innovative Technology
Worksheet
MGT 411 Week 4 Organizational
Ecosystem Case Study
MGT 411 Week 5 DQS
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?
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 Week 5 Training Session
Handouts
MGT 411 Week 5 Innovative Thinking
in a Business Theory-Based Strategic Experiment Powerpoint Presentation
MGT 411 Final Exam 100% Correct
Answers
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 not associated
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
