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BSBMGT608 Manage innovation and continuous improvement



The tasks in this PART 1 Practical Work require you to research, analyse, plan and interpret information to demonstrate your ability to apply the skills in the unit. You are permitted to work collaboratively in small groups with your peers to complete each task; however, you must document your own responses. You must attempt all activities.  You will need access to the following resources: BSBMGT608 Learner Guide.

For this task, you are required to choose a hypothetical workplace (or use your own real workplace) and develop an innovation and continuous improvement plan for an area of the business.


The activities and questions in this PART 2 Knowledge test require short answers either in point form or short paragraphs. Please use your own words to answer the questions and avoid directly copying your responses from your learning resources. You must attempt all activities.  

You will need access to the following resources:
-BSBMGT608 Learner Guide
-Technology Innovation Management Review, 2016, ‘Creativity, Linking Theory to Practice for Entrepreneurs’, retrieved from:


  1. Briefly describe your chosen workplace and the need for innovation and continuous improvement by completing the table below:

Briefly   describe your chosen workplace. E.G. Organisation details, products and   services.

In PWC, With offices in 158 countries and more than 236,000   people, we are among the leading professional services networks in the world.   We help organizations and individuals create the value they’re looking for,   by delivering quality in assurance, tax and advisory services. Some facts   about PwC:
  • In FY17, PwC firms provided services to 419   companies in the Fortune Global 500 and more than 100,000 entrepreneurial and   private businesses
  • 59,252 people joined PwC firms around the world in   FY17
  • For the year ending 30 June 2017, PwC’s gross   revenues were US$37.7 billion, up 7% on the previous year

Process,   program or system to be reviewed
Describe   the existing process, program or system that needs to be reviewed. What is   the need for reviewing this process, program or system? 

 It requires you to effectively review an   organisation's programs, systems and processes.  You will do this by working   through the various sections within this topic.  You will establish   strategies to monitor and effectively evaluate the performance of   organisational key systems and processes and analyse supply chains,   operational product, and service delivery systems in order to identify   improvement opportunities.  You will use performance measures and   assessment tools in order to undertake this analysis together with relevant   performance reports.  You will identify variances in key result areas of   the organisation and analyse the impact of the business environment. 

Innovative   process, program or system: 
What is   the new innovative continuous improvement will you introduce? This could be a   program, process or system improvement. 

Our   product profitability service offering helps clients design their products   for maximized customer and end-user value, while maintaining cost   effectiveness in the delivery of that value.
Product   profitability cannot simply be about cost reduction. We believe that significant   improvements in product profitability, whether from pricing or margin   improvement, must begin by capturing real insights into customers and   markets, and then understanding, targeting, and delivering the right “value   mix.” A comprehensive focus on both top-line and bottom-line levers helps   improve product competitiveness and drive increased profitability.

Review existing programs, systems or processes

  1. Review the existing program, system or process by completing the following SWOT analysis:

What are   the strengths of the current process, program or system?

  • Over the years PwC has invested in building a strong   brand portfolio. The SWOT analysis of PwC just underlines this fact. This   brand portfolio can be extremely useful if the organization wants to expand   into new product categories.
  • Superb Performance in New Markets – PwC has built   expertise at entering new markets and making success of them. The expansion   has helped the organization to build new revenue stream and diversify the economic   cycle risk in the markets it operates in.
  • Successful track record of integrating complimentary   firms through mergers & acquisition. It has successfully integrated   number of technology companies in the past few years to streamline its   operations and to build a reliable supply chain.
  • High level of customer satisfaction – the company   with its dedicated customer relationship management department has able to   achieve a high level of customer satisfaction among present customers and   good brand equity among the potential customers.
  • Reliable suppliers – It has a strong base of   reliable supplier of raw material thus enabling the company to overcome any   supply chain bottlenecks.
  • Strong Free Cash Flow – PwC has strong free cash   flows that provide resources in the hand of the company to expand into new   projects.

What are   the strengths of the current process, program or system?

  • Investment in Research and Development is below the   fastest growing players in the industry. Even though PwC is spending above   the industry average on Research and Development, it has not been able to   compete with the leading players in the industry in terms of innovation. It   has come across as a mature firm looking forward to bring out products based   on tested features in the market.
  • Need more investment in new technologies. Given the   scale of expansion and different geographies the company is planning to   expand into, PwC needs to put more money in technology to integrate the   processes across the board. Right now the investment in technologies is not   at par with the vision of the company.
  • Organization structure is only compatible with   present business model thus limiting expansion in adjacent product segments.

What are   some ideas you could implement to make improvements to the current process,   program or system?

  • Organization’s core competencies can be a success in   similar other products field. A comparative example could be - GE healthcare   research helped it in developing better Oil drilling machines.
  • Lower inflation rate – The low inflation rate bring   more stability in the market, enable credit at lower interest rate to the   customers of PwC.
  • Stable free cash flow provides opportunities to   invest in adjacent product segments. With more cash in bank the company can   invest in new technologies as well as in new products segments. This should   open a window of opportunity for PwC in other product categories.
  • The new technology provides an opportunity to PwC to   practices differentiated pricing strategy in the new market. It will enable   the firm to maintain its loyal customers with great service and lure new   customers through other value oriented propositions.
  • Economic uptick and increase in customer spending,   after years of recession and slow growth rate in the industry, is an   opportunity for PwC to capture new customers and increase its market share.

What are   the threats and risks to the process, program or system? 

  • Imitation of the counterfeit and low quality product   is also a threat to PwC’s product especially in the emerging markets and low   income markets.
  • Changing consumer buying behavior from online   channel could be a threat to the existing physical infrastructure driven   supply chain model.
  • New environment regulations under Paris agreement   (2016) could be a threat to certain existing product categories .
  • The demand of the highly profitable products is   seasonal in nature and any unlikely event during the peak season may impact   the profitability of the company in short to medium term.
  • Rising raw material can pose a threat to the PwC   profitability.
  • No regular supply of innovative products – Over the   years the company has developed numerous products but those are often   response to the development by other players. Secondly the supply of new   products is not regular thus leading to high and low swings in the sales   number over period of time.

Develop options for continuous improvement and innovation 

1.3 Completing the following ‘Innovation and Continuous Improvement Plan’ template to help you to plan for the implementation of your new innovation. 

Innovation   and Continuous Improvement Plan 
Innovative   process, program or system: 
(This   should be consistent with task 1.1. What is the new innovative continuous   improvement will you introduce? This could be a program, process or system   improvement)

Plans and implements strategies to review and improve   own performance

Specific   Objectives: 
(Identify   the specific objectives to be achieved)

Analyses, evaluates and integrates facts and ideas to   construct meaning from a range of text types

Knowledge   management system: (What are the knowledge management systems that could be used and   their purpose) 

Integrates information and ideas from a range of   sources, utilising appropriate support materials

Other   resources: 
(Include   references to relevant organisations, government bodies and supporting   resources) 

Communicates complex relationships between ideas and   information, matching style of writing to purpose and audience Oral   Communication 

Plan innovative and continuous improvement processes

1.4 List and describe three (3) strategies to actively encourage and support team members to share innovative and creative ideas and participate in decision making processes for continuous improvements. 

Give   employees a reason to care

Empower your   employees to make decisions and take action

Don’t make   staff jump through hoops

1.5 List two (2) strategies you can implement to recognise the success of the team? 

 Communicate With Your Staff

Make People Feel Appreciated

1.6 List and describe each member of the continuous improvement team (create hypothetical names), their position and their roles and responsibilities in implementing the innovative continuous improvements. 

Team   Member’s NamePosition   Roles   and Responsibilities 
e.g.   Jill Team   LeaderMonitor   the staff and track progress; report on any deviations to the plan; 


HRInterview and selection


Finance manager Planning for the budget


Marketing manager Developing marketing strategy 

1.7 Imagine that your new innovative change is very different and imposes huge changes to the role and responsibilities of the people in your team. What are three (3) change management strategies you can implement to ensure the team are all on board? 

 1) Communicate the Rationale Behind the Need   for Change

2) Implement the Change in Phases

3)  Evaluate, Review and Report on Change

1.8 What are three (3) strategies you can implement to promote continuous improvement, innovation, sustainability and entrepreneurial behaviour as key to developing a quality business and an essential element of competition? 

Strategy for viewing continuous   improvements as key to developing a successful business? The need   for constant reinvention is a given in today’s business environment. In   addition, while a breakthrough product or concept can catapult an   organization ahead of its competitors, in these fast-paced times, that   advantage is often short-lived.
Strategy for viewing innovation as key to developing a   successful business?

Leaders   create the psychological environment that fosters sustained innovation at all   levels. The challenge is that as an organization grows, management structures   and bureaucracies, designed to channel growth, tend to create barriers to   small-scale enhancements.
Strategy for viewing sustainability as key to developing a   successful business?
Changing cultures involves changing minds, and that   takes time. However, as with any initiative, a clear sense of the target   helps to speed the journey.
Your organization’s mission helps to organize and   direct the creativity of its people. What is the purpose of consistent   innovation in your enterprise? Is it to add customer value to existing   products and services… to speed delivery… to increase on-time arrivals?
Having a clearly articulated message allows everyone   to focus on innovation where it can deliver the greatest value. Innovation,   as Peter Drucker has defined it, means creating a new dimension of   performance. A sense of mission clarifies the direction of performance and   helps determine which new ideas to focus on.

Strategy for viewing entrepreneurial behaviour as a key to   developing a successful business? 
An ownership mentality creates a powerful incentive   for inventive thinking. When an individual is clearly aware of how his or her   interests are aligned with those of the company, he or she has a strong   reason to “go the extra mile” to further the mission.
Stock ownership is a significant, if not essential,   incentive for employees. However on its own, profit-sharing doesn’t guarantee   your employees will think like owners.
When employees don’t see how their individual   efforts affect company profitability, they tend to be passive and reactive.   To encourage greater involvement, make sure each employee knows how his or   her work affects company performance.

1.9 In order to implement new innovations, you will need to communicate the plan to the team. 

Develop a communication plan to ensure that the continuous improvement strategies are communicated to all stakeholders. Include the stakeholder, communication strategy (e.g. newsletter, email, meeting etc.) and then describe what you will include in the strategy. 

Communication   Plan
e.g. staff, general manager, team leader, project   manager etc.  
Communication   Strategy 
e.g. email, training, meeting, newsletter, 
What information will you include in the strategy? 


 What are the   steps that leaders will go to take for effective communication?

Project manager 

Meeting What will be the scope of the communication, which will   help to improve the project?


Training What interpersonal skills strategies that the should be   included for the scope of improvement?

1.10 In order to implement new innovations, you will need to develop an Action Plan for the team. Develop an Action Plan to ensure that all stakeholders are clear about their roles and responsibilities. Use the following template to document your plan. 

Action Plan
New Innovation: 
(This should be consistent with 1.1) 

Process   or Strategy (This   should be consistent with task 1.1. What is the new innovative continuous   improvement will you introduce? This could be a program, process or system   improvement)
(This is what you want to   achieve) 
Success Measures
(what will help to measure   and evaluate the success of the new innovation process or strategy?)  
Who’s responsible?
(Who is responsible for   implementing the processes or strategies?)  
(When would you like to   achieve the new process or strategy?)  
Process   or Strategy


the enhancement of   synergy and cooperation in our respective national innovation systems   involving a wide range of actors and stakeholders, and building dynamic,   cooperative and inclusive innovation ecosystems.
Success   Measures
In   order to foster innovation and entrepreneurship, the G20 recognizes the   importance of maintaining an enabling legal, regulatory, and policy   environment, characterized by openness and transparency, stakeholder   participation
Who’s responsible?
 Stake   holders 
3 months 
Process   or Strategy


The G20 agrees to   encourage cooperation through policy dialogues, sharing best practices and experience,   and promoting collaboration to address common challenges.
Success Measures
The   G20 also recognizes the importance of the business sector among others in   realizing the benefits of innovation and entrepreneurship, including   partnership between public and private sectors and the partnership between   large companies and SMEs.
Who’s responsible?
Stake   holders 

3   months 
Process   or Strategy


The G20 endeavours   to eradicate extreme poverty, and reduce inequality and social exclusion by 3   providing, to the greatest extent possible, educational and other   opportunities for all, especially addressing the needs of women, youth and   the aged through inclusive innovation.
Success Measures

The   G20 encourages efforts to strengthen developing countries' capacity in   Science, Technology and Innovation (STI) to promote global sustainable   development.
Who’s responsible?
Head   managers 

 3 months 

Monitoring and Evaluating Performance 

1.11 List and describe two (2) ways you could you record work team performance to assist in identifying opportunities for further improvement. 

Encourage   and support team members to participate in decision-making processes

Ensure continuous improvement processes are communicated to   stakeholders

1.12 List and describe two (2) processes you would create to ensure that team members are informed of the outcomes of continuous improvement efforts. 

Develop effective   mentoring and coaching processes


Ensure   knowledge management systems address insights and experiences from business   activities

1.13 Develop a flow chart for the team to show the process of implementing your new innovation. 


1.14 What are two ways that you can use the flow chart to help monitor and evaluate the performance and sustainability of the new key systems and processes?  

This   method is in particular useful for new or redesigned programs with lacking or   limited investigation of target populations and other stakeholders. In spite   of its upfront costs, investment in this method can be very cost effective in   the long run, allowing for the adjustment and refinement of programs before implementation,   because programs are likely to be better targeted as a result. Distributional   analysis can also provide invaluable information about the political   consequences of new programs.

This   method is most often used for investment programs where benefits and costs   can be easily expressed as a monetary value, such as in infrastructure or   agricultural projects. However there have been many innovations in   cost-benefit analysis to address this issue. Cost-benefit analysis relies   heavily on assumptions and forecasting; it may thus be less suitable for   programs planned to be operating in unstable environments.

1.15 Describe two (2) other types of reporting or evaluation techniques you can use to analyse the performance of your continuous improvement plans. 

The   method is suitable for programs that rely on performance indicators to guide   management decisions. Higher-level policymakers to identify well and poorly   performing programs that are suitable for comparison often use it.   Benchmarking supports the adoption of realistic and challenging targets in   programs. It can be difficult to find appropriate benchmarks because of data   constraints or lack of cooperation from affected programs.

The   methods can be very cost effective, helping in particular to enhance M&E   capacity in organizations and ensure sustainability of M&E initiatives. A   barrier to the use of these methods is that in the context of limited budgets   there is often little money left for M&E quality control after   evaluations have been completed


Develop risk management and cost-analysis for your innovation and continuous improvement plan

1.16 Complete a SWOT analysis on the continuous improvement plan you have developed to identify the potential risks. This includes looking at all areas of the plan, including operations (such as under-performance) and outcomes.

What are   the strengths of your continuous improvement plan?
Strengths are the internal capabilities that put the   business or project
at a competitive advantage

What are   the weaknesses of the continuous improvement plan?
Weaknesses are internal deficiencies   that may inhibit or limit achieving the goals
What are   some ideas you could implement to make improvements continuous improvement plan?
Opportunities on the other hand are   events and elements that the business or project could exploit to its   advantage
What are   the threats and risks continuous improvement plan? 

Threats are unfavourable events and   barriers that may have a negative effect on an organization or project

1.17 List each of the risks identified in the SWOT analysis on the Risk Management tool below. Then, assess the level of risk by assessing the likelihood and the possible consequence by using the Matrix below. Once you have assessed the level of risk, suggest one control measure you could implement to help manage the risks.  

Risks Likelihood Consequence Control Measure 

 planning projects
HighInsignificant Developing strategies 
Deciding whether or not to move forward 
Human – Illness, death, injury, or other loss of a key   individual
Moderate Minor Look for cost-effective approaches – it's rarely sensible to   spend more on eliminating a risk than the cost of the event if it occurs. It   may be better to accept the risk than it is to use excessive resources to   eliminate it

Source: National Museum Australia, retrieved from,

1.18a Develop a cost-analysis of your continuous improvement plan by completing the following tables. Include the cost of human resources, equipment etc. 

Estimated costs of implementing the plan 
HR 4000
Supplies and operation2000
Customer 4000
Technical (EQUIPMENTS)3000
Stakeholder analysis5000

1.18b Justify the costs of your innovative continuous improvement to the hypothetical CEO of the organisation. You may do this in any format you choose, such as a table or chart. 

Too many continuous improvement projects focus so   much on gaining efficiencies that they don’t challenge the basic assumptions   of what’s being done. For example, a six sigma team in one global consumer   products firm spent a great deal of time streamlining information flows   between headquarters and the field sales force, but didn’t question how the   information was ultimately used. Once they did, they were able to eliminate   much of the data and free up thousands of hours that were redeployed to   customer-facing activities.
Assess the impact on company culture. Take a hard look at the cultural implications   of continuous improvement. How do they affect day-to-day behaviors? A   data-driven mindset may encourage managers to ignore intuition or anomalous   data that doesn’t fit preconceived notions. In other cases it causes managers   to ask execution-oriented, cost-focused questions way too early, instead of   percolating and exploring ideas through messy experimentation that can’t be   justified through traditional metrics.


1.19 If you were to really implement this plan, who would you need to seek approval from? When seeking approval, how would you go about presenting the continuous improvement plan to management?

For the Results Agenda to be sustainable in the long term it is   vital that the evidence that M&E provides for decision-making is reliable   and leads to real improvements. M&E methods are not always applied to the   highest standard due, among other reasons, to a lack of infrastructure   (high-quality data systems), inappropriate application of methodology (impact   evaluation when a process evaluation was needed), or non-integration of   findings into decision-making processes. It is important as we move forward   that regular quality control of M&E tools themselves and initiatives to   improve the quality of M&E are made integral to the Results Agend

1.20 List three (3) major benefits of the innovations and improvements you have come up with that you can communicate to the relevant stakeholders. 

1) Continuous Improvement 

2) Increased Communication

3) Employee Development





The activities and questions in this PART 2 Knowledge test require short answers either in point form or short paragraphs. Please use your own words to answer the questions and avoid directly copying your responses from your learning resources. You must attempt all activities.

You will need access to the following resources:

  • BSBMGT608 Learner Guide
  • Technology Innovation Management Review, 2016, ‘Creativity, Linking Theory to Practice for Entrepreneurs’, retrieved from:

TASK 1: Refer to your Learning Guide and complete the following: 

  1. Describe the following methods of analysing and evaluating programs, systems and processes in an organisation to ensure sustainability. 


Creativity, in   the form of the ability to effectively generate novel solutions to relevant   problems, can be a source of significant competitive advantage, especially in   rapidly changing environments. Creativity is important to entrepreneurs   because it is the first stage in the process of innovation, providing the   stimulus for opportunity discovery and new venture creation. As new entrants,   entrepreneurs often justify themselves upon the same dimensions as   creativity: novelty, usefulness, and appropriateness. Arguably, one of the   first tasks demanded of an entrepreneur is to manifest creative ability   through the conceiving of new product-market opportunities and unique value   propositions.

Financial Analysis 

In addition to   the work environment, Amabile's (1983) componential theory of creativity identifies   three individual characteristics that must be present for creative output:   intrinsic motivation, domain-relevant skills, and creativity-relevant   cognitive processes. Of these three, intrinsic motivation

Questionnaires and interviews 
An effective   entrepreneurial champion is able to gather resources in support of their   vision and ideas (e.g., investment capital, team members), whereas a less   capable one is not. Sternberg (2006), in   his investment theory of creativity, described how entrepreneurs "buy   ideas low and sell them high". Sternberg's argument is that   virtually all creative ideas start out of favour, due to   their required novelty and inherent delays in acceptance by the others in   recognizing their usefulness and appropriateness. As new ideas gain   acceptance in a field, their commercial value rises

Mystery shopping visits 
In early   stages, competencies in championing and promoting ideas are key to acquiring   resources needed to turn them into market innovations. It is a myth that good   ideas sell themselves, and without effective championing, even the best and   most creative ones will inevitably remain in the starting blocks. It is the   author's observation that many entrepreneurs have promising ideas, however   they struggle in their efforts to champion them and need to be reminded of   the consequences of this.

Social media monitoring 
It has been   observed that not all creativity is valued, however. For instance,   "creative accounting" commonly has a negative association with   novelty, whereas "creative finance" might not. The routine and   paradoxical rejection of ideas by those that espouse creativity as goal has   interested researchers for some time. When people are motivated to reduce   uncertainty, Mueller and colleagues (2012) recently found empirical support for not only an   implicit bias against creativity, but an impaired ability to recognize it

Business Meetings 
 Creativity   matters to entrepreneurs because not only must their initial ideas exhibit   dimensions of novelty, usefulness, and appropriateness to justify firm   formation, but the capacity to sustainably create commercial value from ideas   must be demonstrated. There are many perspectives of creativity resulting   from its inherent subjectivity, however this does not detract from the need   for understanding how to foster it.

Quantitative employee analysis 
Manage   innovation and continuous improvement training and assessment materials   package is supported by a Simulated Business intranet site which includes   additional “workplace” resources to help you deliver and assess this   qualification easily, and offer training to more students. These resources   may include materials like policies and procedures, templates, forms, case   studies, simulated client files, meeting minutes and more

  1. Outline the services that each of the digital specialists provide by completing the table below:  
Business   strategy consultants –

A consultant   can help you determine which specific business initiatives are   going to get you what you want, and which ones are leading you away from what   you want (the what not to do).

Information   technology consultants

When   times are more uncertain and you don't know what to do next, a strategy consultant   can help evaluate your different options, figure out which ones are the best   for your situation, and help you implement them successfully.

SEO   experts

  • 3
Search engine optimizer can be a consulting   company or an individual person doing search engine optimization (SEO) works   for websites to facilitate them secure high positions search engine results.   An optimizer is the only responsible person for ranking a website. By   utilizing latest optimization techniques and tools, he works to increase your   website traffic and promote website position for relevant keywords in search   engine results.

Digital   marketing specialists 

The increasing demand   for online marketing facilities has led to the innovation of traditional   Internet marketing methodologies and establishment of new, effective and   affordable marketing techniques. The introduction of business globalization   has resulted in the increase of number of small and large scale companies   globally and the availability of same brand products from different companies   at different price range and quality. 

  1. Define performance measures.
Performance   measurement is the process of collecting, analysing   and/or reporting information regarding the performance of an individual,   group, organization, system or component. It can involve studying   processes/strategies within organizations, or studying engineering



Maintaining operational   feedback

1.5 Describe each of the following evaluation tools which can be used to measure performance. 

SWOT   analysis

SWOT   analysis is a framework used to evaluate a company's competitive   position by identifying its strengths, weaknesses, opportunities and threats.   Specifically, SWOT analysis is a foundational assessment   model that measures what an organization can and cannot do, and its potential   opportunities and threats.

Process   mapping

Process   mapping is used to visually demonstrate all the steps and   decisions in a particular process. A process map or flowchart   describes the flow of materials 

Management   by objectives

Management   by objectives (MBO) is a management model   that aims to improve the performance of an organization by clearly   defining objectives that are agreed to by both management and   employees. 

Forced   ranking

Forced ranking is   a controversial workforce management tool that uses intense yearly   evaluations to identify a company's best and worst performing employees


Brainstorming is   a way to generate ideas within a group setting. It is usually used in the   beginning stages of a project, where the possibilities for the project are   not clearly understood or defined

Trent Analysis 
A trend   analysis is an aspect of technical analysis that   tries to predict the future movement of a stock based on past data. Trend   analysis is based on the idea that what has happened in the past   gives traders an idea of what will happen in the future 

TASK 2: Refer to your Learner Guide and complete the following: 

  1. What does ‘organisational learning’ refer to? 

Organizational learning is the process of creating, retaining, and   transferring knowledge within an organization. An organization   improves over time as it gains experience. From this experience, it is able   to create knowledge.

  1. What are six (6) areas that successful promotion of organisational learning lead to? 

1)    Personal Mastery: personal capacity building; encouraging personal and   organizational goals to be developed and realized together.

2)  Mental   Models: challenging and changing our way of thinking about the world around   us

3)  Shared   Vision: Building a shared vision and sense of collective commitment as to   where we want to go as an organization and how to achieve that goal
4)  Team   Learning: Building a team’s capacity to learn together and develop   intelligence and ability together that is greater than the sum of it   individual member’s talents
5)    Systems Thinking: developing the ability to see the ‘big picture’ and   understanding how changes in one area of the organization affect the system   as a whole – it is the overall recognition of the interdependence of, and   interrelationships between, the parts of the system and how to leverage and   drive change throughout the system as a whole 

6)Develop a   shared strategy for your learning culture where there is shared accountability   across the organization

  1. Describe the following continuous improvement theories:

Kaizen is an approach to creating continuous   improvement based on the idea that small, ongoing positive changes can reap   major improvements.

The five foundation elements of Kaizen
  • Teamwork
  • Personal discipline
  • Improved morale
  • Quality circles
  • Suggestions for improvement

Six Sigma 

Six Sigma is a   disciplined, statistical-based, data-driven approach and continuous   improvement methodology for eliminating defects in a product, process or   service. It was developed by Motorola in early to middle 1980’s based on   quality management fundamentals, then became a popular management   approach at General Electric (GE) in the early 1990’s. Hundreds of companies   around the world have adopted Six Sigma as a way of doing business

2.4 List five (5) methods you could use to inspire and reward innovative and creative ideas? 

Hiring Defines the Company

The Work Environment of the Team

Include Mental Exercises and   Tools to Provoke the Brain

High Expectations


  1. Which five (5) steps should you follow when carrying out a risk assessment? 

Step 1: Identify hazards, i.e.   anything that may cause harm.

Step 2: Decide who may be harmed,   and how.

Step 3: Assess the risks and take   action.

Step 4: Make a record of the   findings.

Step 5: Review the risk   assessment.

TASK 3: Refer to your Learning Guide and complete the following: 

Read the following article ‘Creativity, Linking Theory to Practice for Entrepreneurs’, and answer the following questions. 

Go to: Technology Innovation Management Review, Robert J. Sternberg, 2016, ‘Creativity, Linking Theory to Practice for Entrepreneurs’, retrieved from: 

3.1 According to Robert Sternberg, what is creativity most commonly described as? 

Creativity, in   the form of the ability to effectively generate novel solutions to relevant   problems, can be a source of significant competitive advantage, especially in   rapidly changing environments. Creativity is important to entrepreneurs   because it is the first stage in the process of innovation, providing the   stimulus for opportunity discovery and new venture creation. As new entrants,   entrepreneurs often justify themselves upon the same dimensions as   creativity: novelty, usefulness, and appropriateness. Arguably, one of the   first tasks demanded of an entrepreneur is to manifest creative ability   through the conceiving of new product-market opportunities and unique value   propositions. From these initial acts of creativity, entrepreneurs must build   effective organizations that can repeatedly bring ideas to commercially   valuable forms in order to survive and grow.

3.2 What is the relationship between innovation and creativity? 

Creativity is most often defined as the   mental ability to conceptualize (imagine) new, unusual or unique ideas, to   see the new connection between seemingly random or unrelated things.
Innovation on the other hand, is defined   as the process that transforms those forward-looking new ideas into real   world (commercial) products, services, or processes of enhanced value. The   result of such a transformation can be incremental, evolutionary or radical   in its impact on the status quo. In other words, it can represent a natural   step forward in a concept’s development, a leap to the next generation of   that concept, or a completely new and different way of doing something   altogether.

3.3 Do you think that you need to be creative to have sustainable practices? Explain your thoughts.  

It is important   to critically reflect on your practice and look at ways to meet both these   elements. These ideas cannot be superficial. You must give deep, meaningful   consideration to ways that you can improve your practice and work towards or   maintain an exceeding rating, and you must embed these targeted ideas and   vision into your Quality Improvement Plan
Centre Support   visits and talks to many Services across Australia and we often hear about   the compost bin, recycling of craft materials and veggie garden. This is a   good start in implementing sustainable practices but services need to   continue to implement other options Promoting environmental responsibility in   children means engaging children in environmental activities which result in   meaningful learning opportunities,.

3.4 Briefly explain Kirton’s theory about creative problem solving. 

Creative leadership incorporates the full spectrum of   change and cognitive style, from innovative/exploratory to   adaptive/developmental.  Leadership literature and measures tend to   describe characteristics at the innovative/exploratory end of the spectrum, while   management literature and measures portray characteristics at the   adaptive/developmental end of the spectrum. The purpose of this study was to   examine the relationship between cognitive style and leadership   behaviors.  Two popular measures were used: the Kirton   Adaption-Innovation Inventory and the Leadership Practices Inventory. 
Creative leadership incorporates the full spectrum of   change, as well as the full spectrum of cognitive style, from   innovative/exploratory to adaptive/developmental.  At the   innovative/exploratory end of the spectrum are the fundamentally different kinds   of change, and people who prefer to do things in fundamentally different   ways.  At the adaptive/developmental end of the spectrum are incremental   types of change and people who prefer to improve upon existing ways of doing   things.  Literature on leadership tends to depict characteristics at the   innovative/exploratory end of the spectrum, while literature on management   describes characteristics at the adaptive/developmental end of the   spectrum.  Innovative/exploratory and adaptive/developmental represent   the two poles of cognitive style that manifest as leadership behaviour.
The purpose of this study was to empirically examine the   relationship between cognitive style and leadership behaviours, to either   confirm or disprove the apparent bias in the literature and measures.    Two widely used measures were utilized: the Kirton Adaption-Innovation   Inventory (KAI) and the Leadership Practices Inventory (LPI).  The KAI   measures cognitive style and the LPI measures “best-practice” leadership behaviours.    The authors used the KAI to explore three hypothesis:
Hypothesis 1: There is a relationship between leadership behaviours and   cognitive style as measured by the LPI and KAI.


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