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MGT 411 Entire Class Click Link Below To Buy: http://hwcampus.com/shop/mgt-411-entire-class/ Contact Us: [email protected] 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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MGT 411 Entire Class Click Link Below To Buy: http://hwcampus.com/shop/mgt-411-entire-class/ Contact Us: [email protected] 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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