MGT 411 Entire Course Latest VersionTo Buy this Tutorial Copy & paste below link in your Brower http://studentoffortune.biz/downloads/mgt-411-entire-course-latest-version/Or Visit Our WebsiteVisit : www.studentoffortune.biz Email Us : studentoffortunetutorials@gmail.com

MGT 411 Entire Course Latest VersionMGT 411 Week 1 Creativity and Innovation TableCreativity 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 guidelinesMGT 411 Week 1 DQsOf 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 answerWhat 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 DQSAdventuring, 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 SummaryMGT 411 Week 2 Innovation and Strategic Management Annotated BibliographyMGT 411 Week 3 DQSDescribe 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 ThreeMGT 411 Week 3 Innovation Planning and DesignMGT 411 Learning Team Reflection Week ThreeMGT 411 Week 4 DQSWhat 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 WorksheetMGT 411 Week 4 Organizational Ecosystem Case StudyMGT 411 Week 5 DQSWhat 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 HandoutsMGT 411 Week 5 Innovative Thinking in a Business Theory-Based Strategic Experiment Powerpoint PresentationMGT 411 Final Exam 100% Correct Answers1. 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 units2. Is significant only for certain people in the organization3. 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&D3. Create value for the firm.4. Be efficient5. 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 B6. 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 works2. Ensuring the technology meets the specifications of the manual3. 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 investment2. implementation3. planning4. evaluation5. control11. __________ are the monitoring of technology to ensure that it meets the desired outcomes. 1. implementation and control2. planning and implementation3. evaluation and control4. evaluation and monitoring5. implementations and evaluations12. Firms that manage innovation well have which of the following characteristics? 1. They provide clear direction2. They provide a supportive atmosphere3. 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. knowledge2. products3. processes4. methods5. all of the above14. Benefits of innovation include all of the following except:1. Greater control over process and outcomes2. Greater profit potential as first mover3. Greater ability to evaluate competitors4. Greater understanding of the technology5. Greater ability to potentially develop the next generation of technology6. Drawbacks of innovation include all of the following except: 1. Keeping a pipeline of new products is difficult2. Greater risk of failure to develop the right products at the right time3. Greater liability for failed products4. Usually internal development is slower5. there is always the danger of someone beating you to the market6. The first question that should take place as the firm conducts it innovation strategy planning is ____?1. Do we innovate internally or not2. Are we making a profit3. What is happening in economy4. What is attitude of leadership to innovation5. Will shareholders tolerate innovative strategy17. 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&D19. Reengineerings goals include all of the following except:1. increasing productivity2. optimizing value to shareholders3. achieving quantum results4. expanding functions5. eliminating unnecessary levels and work20. To create an environment for innovation a manager must understand all of the following except?1. The reality of innovation2. What are the needed characteristics of innovation for their business climate3. What each level of the organization should be doing to create a climate of innovation within the organization4. What organization needs to do to maintain this innovation climate5. Seek a new vision for the organization21. How should you describe the innovation process?1. irregular and unpredictable2. straight and narrow3. defined and renowned4. nice and easy5. slow and steady22. Which one of these statements is a myth about innovation?1. Seek a balance of behaviors2. Leadership, culture and process form a three-legged stool3. Ideas are the key to innovation4. You organization has lots of brilliant ideas that youve never heard of5. Do not blind yourself to the human dimension23. Which is not one of the four critical elements to implementing innovation as a strategy in the organization?1. Opportunity2. Leadership3. Extension4. Alignment5. Engagement1. 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 toprevent 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. mentor2. train and develop3. sympathize4. build a knowledge-based culture5. none of the above1. 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 market2. 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 domain2. comparing your firms performance and processes in a given domain to the industry average in that domain3. determining how the firms with the largest sales in a given domain conduct their activities in a given domain31. Extension occurs when _____ and _____ competencies are understood sufficiently so that ideas lead to action.1. innovation, market2. market, strategy3. product, market4. strategy, product5. innovation, strategy 1. One of the primary reasons firms have difficulty being innovative is:1. the firms structure2. competitors actions3. industry structure4. communication technology failures5. skills of people in the organization33. 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 longrun1. the firm wishes to eliminate all potential competitors2. The key element of planning externally focused technology acquisition efforts is to:1. determine the nature of competitors2. determine the nature of the external activity that will occur3. determine the industry structure4. determine the firms internal resources5. 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 Partnership2. Strategic Partnership3. Strategic Alliance4. Limited Alliance5. Informal Alliance1. 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 market2. Avoid costs and risks of new product development3. Gain market power4. Earn premiums from the stock market5. Acquire knowledge1. The outright purchase of a firm or some part of that firm is known as:1. Acquisition2. Merger3. Joint Venture4. Franchising5. Alliance1. The keys in planning for a merger or acquisition includes all of the following except:1. whether the merger and acquisition creates value2. the evaluation of whether the technology has the ability to maintain competitive advantage3. compatibility4. immediate ability to be profitable5. design of organizational systems, structures and processes1. Key expectations should take priority in the integration effort except in which area.1. Service/product continuity2. Cost structures3. External administrative services4. Productivity5. Information systems alternatives1. The three elements that need to be considered in integration are: 1. Due diligence, shared lessons, and blended structures and cultures2. Due diligence, training and development, and shared lessons3. Shared lessons, training and development, and fit4. Training and development, fit, and due diligence5. Speed, synergies, and diligence1. 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 procedures3. The new employees need to learn the cultural norms of the larger partner to enhance blending4. Changes in reporting relationships need to be understood so old interpersonal connections are not disruptive to the goals of the new entity5. 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. status2. network of informal relationships3. understanding of the future4. prior pay level5. understanding of what their individual job entails43. 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. leadership2. a culture of support3. appropriate industry structure4. an organizational structure that fits with goals5. skills necessary to implement given strategy45. 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 knowledge2. Put into place the appropriate structures and processes for technical and nontechnical activities3. Motivate employees to take advantage of capabilities4. Make sure the structure of the organization is hierarchical and well-defined5. 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 include1. improved process control, broader portfolio possibilities, and higher value-added products2. improved process control, higher value-added products, and better proprietary positioning3. reduced time to market, broader portfolio possibilities, faster decisions4. faster decisions, higher value-added products, larger structures5. better product understanding, faster decisions about market entry, larger firms47. The result of a competitive advantage should focus on ___.1. obtaining excessive rewards from market2. creation of value for firm3. creation of value for consumers4. obtaining profits5. expanded job opportunities48. For technology oriented firms, it is important for managers to understand that value must be1. the result of customer expectations2. customer driven3. added to the product through any means possible4. closely tied to profitability5. maintained by the employees49. The ___ view of the firm argues that industry structure is the principal determinant of profitability.1. resource2. industrial organization3. agency4. hypercompetition5. re-engineering50. All of the following would be intangible resources except ___.1. brand recognition2. perception of quality3. culture4. innovation5. financing51. The most common sources of competitive advantage would be ____.1. intangible resources2. tangible resources3. either intangible or tangible4. the equipment that advances the ability to produce quality5. the CEO52. Each of the following is a step in the value creation process except ___.1. develop capabilities/investments that increase innovation2. recognize and deploy innovation by increasing product activity or the number of products introduced3. exploit innovation through sales growth4. expand the market size through creative marketing5. continue to improvement through investment in support capabilities and/or improvements in efficiency and productivity53. The foundation which must be present before an organization can effectively conduct implementation is ___1. knowledge2. financial resources3. structure4. equipment5. culture54. Learning in the organization is the ___.1. conversion of data into information2. is knowledge that can be written down3. comes for experience of the individual and is internal to that individual4. gathering and sharing of existing knowledge from internal or external sources5. the ability to obtain data55. Explicit knowledge is ____.1. the conversion of data into information2. knowledge that can be written down3. the experience of the individual that is internal to that individual4. the gathering and sharing of existing knowledge from internal or external sources5. the ability to obtain data56. Organizational learning is the ____.1. conversion of data into information2. is knowledge that can be written down3. comes for experience of the individual and is internal to that individual4. the acquisition of knowledge through the application and mastery of new information, tools and methods5. the ability to obtain data57. The type and the amount of learning that must take place for the firm to compete successfully depends upon1. how much the organization needs to retrench its activities2. the organizational and technical complexity of the firms internal and external environments3. the knowledge acquisition strategy of the firm4. the ability of top management to guide employees actions5. how far behind the industry norm the firm is58. The firms ability to learn1. is a critical intangible resource for the firms long term success2. is tied to the firms ability to stay the strategic course it has mapped out3. is not as critical as its ability to acquire knowledge4. is based upon the firms tacit knowledge5. none of the above59. The greater organizational learning will occur when ___.1. there are fewer numbers and a smaller range of things to gather data on2. there are fewer number but a broader range of things to gather data on3. there are greater number but smaller range of things to gather data on4. there are a greater number and a broader range of things to gather data on5. the organization is small60. Organizations that are structured for learning are characterized by all of the following except ____.1. a hierarchical structure to allow clear flow of information2. processes that encourage boundary spanning3. internal network development4. reward systems that tied to team and system wide goals.5. decision making based on shared and transferred knowledge