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MGT 411 Entire Course Latest Version

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

1. Technology pushes society when:

1. Innovations make unwanted changes in society that are unfortunate such as
pollution.
2. Innovations push the government to make new regulations in order to control the
activity.
3. New technology strains the social fabric of the society to the breaking point.

4. The technology was not demanded by society but once available it is quickly
adopted by society.
5. The technology is demanded by society and it leads to changes in the society.

2. Technologys impact:
1. Is ongoing.
2. Occurs in small very distinct steps.
3. Occurs in large shifts over time.
4. Is not significant.
5. Is limited unless combined with money.

3. Technologys impact is:

1. Only in particular business units
2. Is significant only for certain people in the organization
3. Occurs only outside the business organization since it is so pervasive.
4. Is organization wide.
5. Effects societies not businesses.

4. The goal of management of technology and innovation in an organization should always

be to:
1. Create new technology that is groundbreaking.
2. Expand the number of employees in R&D
3. Create value for the firm.
4. Be efficient

5. Maximize this quarters profits.

5. There are several definitions of technology in the text; all the definitions have some
common elements. Each definition implies:
1. A systematic approach to the desired outcome.
2. Change is an outcome.
3. Change occurs rapidly.
4. Changes in technology occur at random.
5. Both A and B

6. Technology can be broadly defined as:

1. 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.
2. All the knowledge, products, processes, tools, methods, and systems employed in
the creation of goods or in providing services.
3. A coordinated set of actions that fulfill the firms objectives, purposes, and goals.
4. The systematic gathering of information that leads to the generation of feasible
alternatives for the firm.
5. The elements of planning, implementation, and evaluation and control.

7. Evaluation and control of technology is the:

1. Checking to be sure the technology works

2. Ensuring the technology meets the specifications of the manual

3. Commonly ignored.
4. Monitoring to ensure technology meets goals and desired outcomes.
5. Typically outsourced to ensure proper operation.

8. The management of technology is defined as the linking of different disciplines to:

1. Plan, develop, implement, monitor and control technological capabilities.
2. Make sure that the technology works.
3. To find the most efficient technology.
4. To find the most economical technology.
5. Control the use of technology.

9. Innovation can be defined as:

1. 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.
2. All the knowledge, products, processes, tools, methods, and systems employed in
the creation of goods or providing services.
3. A coordinated set of actions that fulfill the firms objectives, purposes, and goals.
4. The systematic gathering of information that leads to the generation of feasible
alternatives for the firm.
5. The elements of planning, implementation, and evaluation and control.

10. All of the following are elements of strategic management EXCEPT:

1. return on investment

2. implementation
3. planning
4. evaluation
5. control

11. __________ are the monitoring of technology to ensure that it meets the desired
outcomes.
1. implementation and control
2. planning and implementation
3. evaluation and control
4. evaluation and monitoring
5. implementations and evaluations

12. Firms that manage innovation well have which of the following characteristics?
1. They provide clear direction
2. They provide a supportive atmosphere
3. They separate funds for innovation.
4. They have realistic expectations.
5. All of the above.

13. Technology is defined to include ____ employed in producing a good or service.

1. knowledge
2. products
3. processes

4. methods
5. all of the above
14. Benefits of innovation include all of the following except:
1. Greater control over process and outcomes
2. Greater profit potential as first mover
3. Greater ability to evaluate competitors
4. Greater understanding of the technology
5. Greater ability to potentially develop the next generation of technology
6. Drawbacks of innovation include all of the following except:
1. Keeping a pipeline of new products is difficult
2. Greater risk of failure to develop the right products at the right time
3. Greater liability for failed products
4. Usually internal development is slower
5. there is always the danger of someone beating you to the market
6. The first question that should take place as the firm conducts it innovation
strategy planning is ____?

1. Do we innovate internally or not

2. Are we making a profit
3. What is happening in economy
4. What is attitude of leadership to innovation
5. Will shareholders tolerate innovative strategy

17. Systems integration:

1. is R&D that largely takes place outside of the firm.

2. is high risk/high return.
3. involves adjusting the ways a firm organizes it systems, structures, and knowledge to
increase leverage.
4. adds to basic understanding of a new field.
5. Is the most difficult type of innovation to accomplish.

18. 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

19. Reengineerings goals include all of the following except:

1. increasing productivity
2. optimizing value to shareholders
3. achieving quantum results
4. expanding functions
5. eliminating unnecessary levels and work

20. To create an environment for innovation a manager must understand all of the following
except?

1. The reality of innovation

2. What are the needed characteristics of innovation for their business climate
3. What each level of the organization should be doing to create a climate of innovation
within the organization
4. What organization needs to do to maintain this innovation climate
5. Seek a new vision for the organization

21. How should you describe the innovation process?

1. irregular and unpredictable

2. straight and narrow
3. defined and renowned
4. nice and easy
5. slow and steady
22. Which one of these statements is a myth about innovation?

1. Seek a balance of behaviors

2. Leadership, culture and process form a three-legged stool
3. Ideas are the key to innovation
4. You organization has lots of brilliant ideas that youve never heard of

5. Do not blind yourself to the human dimension

23. Which is not one of the four critical elements to implementing innovation as a strategy in
the organization?

1. Opportunity
2. Leadership
3. Extension
4. Alignment
5. Engagement

1. For successful innovation implementation leaders need to ensure;

1. a clear identification of those financial goals that will drive the firm.
2. that there are strong accounting and financial sectors of the firm to ensure that funding is
strictly accounted for.
3. that there is a culture of collaboration and cross functional initiatives.
4. that perform measures are strictly used.
5. those members of the leadership team that do not support the goals are replaced.

25. Innovative organizations typically are founded and lead by;

1. a strong leader that utilizes a hierarchical organization.

2. leaders that are willing to break a few eggs to get things done.

3. individuals driven by financial rewards.

4. teams of individuals.
5. individuals who had the ah-ha moment that led to the founding of the firm.

26. Informal power comes from:

1. the title of the individual.

2. the official position of the individual.
3. the expertise and knowledge of the individual.
4. age of the person.
5. strength of the person.

27. A leader should ask all of the following questions in the implementation process except:

1. Is there an open, questioning attitude among employees?

2. Does the organization have a clear hierarchy that ensures all opinions are processed to
prevent information overload?
1. Is the organization avoiding the ruts?
2. Are there strategic gaps?
3. Is there a vision of where the firm needs to go?

28. 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:

1. mentor
2. train and develop
3. sympathize
4. build a knowledge-based culture
5. none of the above

1. Mentoring can be ____ to be successful:

1. Formal but not informal.

2. Informal but not formal.
3. Unobserved.
4. Informal or formal.
5. Structured.

1. Benchmarking involves the:

1. building a bench or portfolio of new products that can be introduced to market

2. building a bench or portfolio of innovations that the firm pursues consecutively
1. comparing the best firms in any domain to a given firms performance and
processes in that domain

2. comparing your firms performance and processes in a given domain to the

industry average in that domain
3. determining how the firms with the largest sales in a given domain conduct their
activities in a given domain

31. Extension occurs when _____ and _____ competencies are understood sufficiently so that
ideas lead to action.

1. innovation, market
2. market, strategy
3. product, market
4. strategy, product
5. innovation, strategy
1. One of the primary reasons firms have difficulty being innovative is:

1. the firms structure

2. competitors actions
3. industry structure
4. communication technology failures
5. skills of people in the organization
33. The strategic reasons a firm would look to use a merger or acquisition include all of the
following except:

1. the firms current product line is falling quickly behind that of its competitors.
2. a new competitor is about to enter the market the dynamics of the industry will change.
3. the firm discoveries its processes are not as efficient or effective as competitors.
4. the firm believes its current products or processes are not going to be successful in long
run
1. the firm wishes to eliminate all potential competitors
2. The key element of planning externally focused technology acquisition efforts is to:

1. determine the nature of competitors

2. determine the nature of the external activity that will occur
3. determine the industry structure
4. determine the firms internal resources
5. determine the top managements orientation to such activities.

1. A _______ is defined as a partnership of two more corporations to achieve strategically

significant objectives that are mutually beneficial.

1. Limited Partnership
2. Strategic Partnership
3. Strategic Alliance
4. Limited Alliance
5. Informal Alliance

1. Mergers and acquisitions can allow a firm to accomplish a variety of strategic goals.
Which one is not associated with the purchasing firm?

1. Enter a market quickly or increase speed to market

2. Avoid costs and risks of new product development
3. Gain market power
4. Earn premiums from the stock market
5. Acquire knowledge

1. The outright purchase of a firm or some part of that firm is known as:

1. Acquisition
2. Merger
3. Joint Venture
4. Franchising
5. Alliance

1. The keys in planning for a merger or acquisition includes all of the following except:

1. whether the merger and acquisition creates value

2. the evaluation of whether the technology has the ability to maintain competitive
advantage
3. compatibility

4. immediate ability to be profitable

5. design of organizational systems, structures and processes

1. Key expectations should take priority in the integration effort except in which area.

1. Service/product continuity
2. Cost structures
3. External administrative services
4. Productivity
5. Information systems alternatives

1. The three elements that need to be considered in integration are:

1. Due diligence, shared lessons, and blended structures and cultures
2. Due diligence, training and development, and shared lessons
3. Shared lessons, training and development, and fit
4. Training and development, fit, and due diligence
5. Speed, synergies, and diligence

1. The reasons that training and development are so important in the execution of an
alliance or merger/acquisition include:
2. There is an evolution of cultural norms that necessitate changes in policies and
procedures
3. The new employees need to learn the cultural norms of the larger partner to enhance
blending

4. Changes in reporting relationships need to be understood so old interpersonal connections

are not disruptive to the goals of the new entity
5. The manager needs to indicate that the ship is rising on the rising tide.
6. T&D lessens the need for meetings and explanations that are unnecessary.

1. The losses an employee can feel during integration typically can include all of the
following except:

1. status
2. network of informal relationships
3. understanding of the future
4. prior pay level
5. understanding of what their individual job entails

43. The basis for competitive advantage of a technology focused firm ___.

1. is difficult to identify.
2. are the capabilities of the firm.
3. will be changed every year.
4. cannot be overcome due to patents held by the firm.
5. is a daily struggle for the firm to maintain.

44. All of the following are strategic capabilities that a firm needs for success except __.

1. leadership
2. a culture of support
3. appropriate industry structure
4. an organizational structure that fits with goals
5. skills necessary to implement given strategy

45. When a company is developing its capabilities, it should do all of the following except:

1. Develop a clear strategic logic for processing information and sharing knowledge
2. Put into place the appropriate structures and processes for technical and nontechnical
activities
3. Motivate employees to take advantage of capabilities
4. Make sure the structure of the organization is hierarchical and well-defined
5. Allow resources to be captured by the right people at the right place at the right time to
make a competitive difference.

46. The key sustainable competitive advantages for a firm using an internal innovation
strategy include
1. improved process control, broader portfolio possibilities, and higher value-added
products
2. improved process control, higher value-added products, and better proprietary positioning
3. reduced time to market, broader portfolio possibilities, faster decisions
4. faster decisions, higher value-added products, larger structures
5. better product understanding, faster decisions about market entry, larger firms

47. The result of a competitive advantage should focus on ___.

1. obtaining excessive rewards from market

2. creation of value for firm
3. creation of value for consumers
4. obtaining profits
5. expanded job opportunities

48. For technology oriented firms, it is important for managers to understand that value must
be

1. the result of customer expectations

2. customer driven
3. added to the product through any means possible
4. closely tied to profitability
5. maintained by the employees

49. The ___ view of the firm argues that industry structure is the principal determinant of
profitability.

1. resource
2. industrial organization
3. agency

4. hypercompetition
5. re-engineering
50. All of the following would be intangible resources except ___.

1. brand recognition
2. perception of quality
3. culture
4. innovation
5. financing
51. The most common sources of competitive advantage would be ____.

1. intangible resources
2. tangible resources
3. either intangible or tangible
4. the equipment that advances the ability to produce quality
5. the CEO
52. Each of the following is a step in the value creation process except ___.

1. develop capabilities/investments that increase innovation

2. recognize and deploy innovation by increasing product activity or the number of products
introduced
3. exploit innovation through sales growth
4. expand the market size through creative marketing

5. continue to improvement through investment in support capabilities and/or improvements

in efficiency and productivity
53. The foundation which must be present before an organization can effectively conduct
implementation is ___

1. knowledge
2. financial resources
3. structure
4. equipment
5. culture
54. Learning in the organization is the ___.

1. conversion of data into information

2. is knowledge that can be written down
3. comes for experience of the individual and is internal to that individual
4. gathering and sharing of existing knowledge from internal or external sources
5. the ability to obtain data

55. Explicit knowledge is ____.

1. the conversion of data into information

2. knowledge that can be written down

3. the experience of the individual that is internal to that individual

4. the gathering and sharing of existing knowledge from internal or external sources
5. the ability to obtain data

56. Organizational learning is the ____.

1. conversion of data into information

2. is knowledge that can be written down
3. comes for experience of the individual and is internal to that individual
4. the acquisition of knowledge through the application and mastery of new information,
tools and methods
5. the ability to obtain data

57. The type and the amount of learning that must take place for the firm to compete
successfully depends upon
1. how much the organization needs to retrench its activities
2. the organizational and technical complexity of the firms internal and external
environments
3. the knowledge acquisition strategy of the firm
4. the ability of top management to guide employees actions
5. how far behind the industry norm the firm is

58. The firms ability to learn

1. is a critical intangible resource for the firms long term success
2. is tied to the firms ability to stay the strategic course it has mapped out

3. is not as critical as its ability to acquire knowledge

4. is based upon the firms tacit knowledge
5. none of the above

59. The greater organizational learning will occur when ___.

1. there are fewer numbers and a smaller range of things to gather data on
2. there are fewer number but a broader range of things to gather data on
3. there are greater number but smaller range of things to gather data on
4. there are a greater number and a broader range of things to gather data on
5. the organization is small

60. Organizations that are structured for learning are characterized by all of the following
except ____.

1. a hierarchical structure to allow clear flow of information

2. processes that encourage boundary spanning
3. internal network development
4. reward systems that tied to team and system wide goals.
5. decision making based on shared and transferred knowledge