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Showing posts with label MS 58. Show all posts
Showing posts with label MS 58. Show all posts

Thursday, 22 August 2013

MS 58 IGNOU MBA Solved Assignment -What do you mean by the terms Patent, Design, Trademark and Copyright? Explain briefly the role of WTO and WIPO on IPR issues.

What do you mean by the terms Patent, Design, Trademark and Copyright? Explain briefly the role of WTO and WIPO on IPR issues.
Ans

1. Clear or obvious on the fact of it.
2. Limited legal monopoly granted to an individual or firm to make, use, and sell its invention, and to exclude others from doing so. An invention is patentable if it is novel, useful, and non-obvious. To receive a patent, a patent application must disclose all details of the invention so that others can use it to further advance the technology with new inventions. Patentable items fall under four classes (1) Machine: apparatus or device with interrelated parts that work together to perform the invention's designed or intended functions, (2) Manufacture: all manufactured or fabricated items, (3) Process: chemical, mechanical, electrical or other process that produces a chemical or physical change in thecondition or character of an item, and (4) Composition of matter: chemical compounds or mixtures having properties different from their constituent ingredients. In most of the world, patents are granted on the 'first to apply' basis, with a protection period of 7 years (India) to 20 years (European Union). In the US, they are granted for 17 years on the 'first to invent' basis. Responsibility of identifying, locating, and suing the patent violators, however, rests solely with the patent holder; patent law provides only means of prosecution and determination of just compensation.
Trademark
A Trademark is the means by which a business makes itself visible in the marketplace. A Trademark can be any distinctive (not solely descriptive) name or logo. The best Trademarks are instantly recognizable and conjure up in the minds of existing or potential customers things like quality, dependability, or at the very least the source of the goods or services being bought.

A trademark is often defined as: “a word, name, symbol or device that is used in trade with goods to indicate the source of the goods and to distinguish them from the goods of others”. A service mark is the same as a trademark except that it identifies and distinguishes the source of a service rather than a product. The terms "trademark" and "mark" are commonly used to refer to both trademarks and service marks
Examples of well-known Trademarks are: Coca-Cola, Rolls-Royce, The Apple logo and the Nike “swoosh”.
Examples of well-known Trademarks are: Coca-Cola, Rolls-Royce, The Apple logo and the Nike “swoosh”.
Prudent business people register their Trademarks with Patent Offices to gain an official record of their rights to a particular mark. A Trademark registration also grants a statutory right, subject to certain conditions, to prevent others from using the trademark without the registered owner's permission - i.e. to prevent infringement.
One of the principal aims of a business is to build up the reputation of its goods or services and by applying for and gaining a Registered Trademark accelerates the process as it serves notice on would-be copiers of the serious intent of a business to defend its position in the marketplace.

If a Trademark is properly promoted and protected it can be a very valuable asset for any business and can in some circumstances be worth more than the bricks and mortar of a business.

Generally, Registered Trademarks are protected for specific classes of products and services for periods of 10 years, which are renewal indefinitely.
One of the principal aims of a business is to build up the reputation of its goods or services and by applying for and gaining a Registered Trademark accelerates the process as it serves notice on would-be copiers of the serious intent of a business to defend its position in the marketplace.
If a Trademark is properly promoted and protected it can be a very valuable asset for any business and can in some circumstances be worth more than the bricks and mortar of a business.

Generally, Registered Trademarks are protected for specific classes of products and services for periods of 10 years, which are renewal indefinitely.
If a Trademark is properly promoted and protected it can be a very valuable asset for any business and can in some circumstances be worth more than the bricks and mortar of a business.
Generally, Registered Trademarks are protected for specific classes of products and services for periods of 10 years, which are renewal indefinitely.
Generally, Registered Trademarks are protected for specific classes of products and services for periods of 10 years, which are renewal indefinitely.
The president of Coca-Cola has even publicly remarked that if all of the company’s buildings, vehicles factories and equipment were destroyed Coca-Cola Inc would immerge from the ruins and rebuild itself provided that the Trademark survived. The loss of the Coca-Cola mark however, would damage the company beyond repair.

It is estimated that Coca-Cola Inc has a stock value of about 160 billion dollars, with the value of the physical assets being put at around 20 billion dollars. The value remaining is therefore about 140 billion dollars. This is made up of its goodwill or the intangibles of the business. So, for a company like Coca Cola, the most valuable intangible that they have is the Coca Cola trademark, the Coca Cola brand. Even if the brand makes up only half of the intangibles of the business then the Brand alone is conservatively worth 70 billion dollars.
The president of Coca-Cola has even publicly remarked that if all of the company’s buildings, vehicles factories and equipment were destroyed Coca-Cola Inc would immerge from the ruins and rebuild itself provided that the Trademark survived. The loss of the Coca-Cola mark however, would damage the company beyond repair.
It is estimated that Coca-Cola Inc has a stock value of about 160 billion dollars, with the value of the physical assets being put at around 20 billion dollars. The value remaining is therefore about 140 billion dollars. This is made up of its goodwill or the intangibles of the business. So, for a company like Coca Cola, the most valuable intangible that they have is the Coca Cola trademark, the Coca Cola brand. Even if the brand makes up only half of the intangibles of the business then the Brand alone is conservatively worth 70 billion dollars.
It is estimated that Coca-Cola Inc has a stock value of about 160 billion dollars, with the value of the physical assets being put at around 20 billion dollars. The value remaining is therefore about 140 billion dollars. This is made up of its goodwill or the intangibles of the business. So, for a company like Coca Cola, the most valuable intangible that they have is the Coca Cola trademark, the Coca Cola brand. Even if the brand makes up only half of the intangibles of the business then the Brand alone is conservatively worth 70 billion dollars.


Trademarks provide their owners with the legal right to prevent others from using a confusingly similar mark. They cannot be used stop competitors from making the same goods or from selling the same goods or services under a clearly different mark.
Why register A Trademark?
How Valuable is a Trademark?
There is much talk today about “the shop front” and “the High Street”. These terms are used colloquially to refer to business visibility and to company profile. To provide some indication of the value of a trademark one needs to look no further than Coca-Cola. Coca-cola is immediately recognizable. It is an icon for capitalism and private enterprise - and it is the most valuable piece of intellectual property in the world today.
Copyright is a legal concept, enacted by most governments, giving the creator of an original work exclusive rights to it, usually for a limited time. Generally, it is "the right to copy", but also gives the copyright holder the right to be credited for the work, to determine who may adapt the work to other forms, who may perform the work, who may financially benefit from it, and other related rights. It is a form of intellectual property (like the patent, the trademark, and the trade secret) applicable to any expressible form of an idea or information that is substantive and discrete.
Copyright initially was conceived as a way for government to restrict printing; the contemporary intent of copyright is to promote the creation of new works by giving authors control of and profit from them. Copyrights are said to be territorial, which means that they do not extend beyond the territory of a specific state unless that state is a party to an international agreement. Today, however, this is less relevant since most countries are parties to at least one such agreement. While many aspects of national copyright laws have been standardized through international copyright agreements, copyright laws of most countries have some unique features. Typically, the duration of copyright is the whole life of the creator plus fifty to a hundred years from the creator's death, or a finite period for anonymous or corporate creations. Some jurisdictions have required formalitiesto establishing copyright, but most recognize copyright in any completed work, without formal registration. Generally, copyright is enforced as a civil matter, though some jurisdictions do apply criminal sanctions.
Headquartered in Geneva, Switzerland, the World Intellectual Property Organization (WIPO) comprises one of 16 specialized international agencies affiliated with the United Nations (UN). WIPO oversees the enforcement of 21 international treaties concerning the protection of intellectual property. By 2000, it possessed 175 member nations and an international staff of 760. WIPO is funded primarily through earnings from its three major intellectual property registration systems.
International safeguards for intellectual property, such as patents and trademarks, began in 1883 with the Paris Convention for the Protection of Industrial Property. The Paris Convention granted protection to inventors for their inventions and ideas in foreign countries, as well as their country of residence. The 14 signatory nations instituted an International Bureau—a forerunner of WIPO—to enforce the Convention's terms. The international protection of artistic intellectual property followed in 1886 with the drafting of the Berne Convention for the Protection of Literary and Artistic Works. It gave artists and other creators control over the use of, and payment for, their works in the fine and performing arts. The Berne Convention also instituted a regulatory bureau. The two bureaus merged in 1893 into the United International Bureaux for the Protection of Intellectual Property (BIRPI), located in Berne, Switzerland. BIRPI formed the nucleus for WIPO.
BIRPI transferred to Geneva in 1960 and in 1970 changed its name to WIPO; it became a UN organization four years later. In 1996, WIPO entered a cooperative agreement with the World Trade Organization (WTO). WIPO's duties have grown from administering four international treaties to administering 21. Its work is conducted through its secretariat and by its member states. Among its primary duties, WIPO attempts to harmonize intellectual property legislation among nations, assist with applications for industrial property rights, arbitrate private intellectual property disputes, and help nations share intellectual property information.
WIPO fosters international intellectual property protection through 11 treaties that delineate common intellectual-property protection standards; all States that sign these treaties agree to enforce them within their own territories. Several WIPO treaties—the Patent Cooperation Treaty (PCT), Madrid Agreement, and the Hague Agreement—directly protect international patents, trademarks, and industrial designs, by guaranteeing that a single international filing is enforced by all WIPO signatory States. These treaties allow a creator or inventor to avoid making individual applications in each country for which they would like to obtain intellectual property protection. Between 1979 and 1999, the number of international patent applications increased nearly 30-fold.
WIPO generated several initiatives to tackle the burgeoning importance of information technology with regard to international intellectual-property issues. WIPO addressed the expanding world of global e-commerce in 1999, when it announced its Digital Agenda—an initiative to develop programs and procedures that encourage the online dissemination and use of intellectual property, such as music, films, and trade marks, while safeguarding the rights of creators and owners. The Digital Agenda also targets the need to integrate developing countries into the global online environment, since they are in danger of falling behind industrialized nations with the growing digital divide. Finally, the Digital Agenda seeks to modify existing intellectual property laws so that they address the particular intellectual property concerns associated with the Web.
In January 2000 WIPO launched the Information Management for the Patent Cooperation Treaty (IM-PACT) Project. IMPACT, which constitutes the organization's largest information technology undertaking to date, will fully automate the workings of the PCT by providing electronic filing capabilities for applicants and electronic data transfer between WIPO, patent offices, and the PCT International Searching and Preliminary Examining Authorities.
Another such endeavor is WIPOnet, an online network linking independent intellectual property offices around the globe. Besides permitting the swift exchange of information, the streamlining of application procedures, and the development of common intellectual property standards, WIPOnet seeks to integrate developing countries within the digital environment. To this end, WIPO helps furnish intellectual property offices in such nations with Internet connections and basic information technology equipment. Modernization of intellectual property systems in developing countries is also facilitated through WIPO's Nationally-Focused Action Plans (NFAPs), which are tailored to the needs of each country.
In 1999, WIPO turned its attention to the increasingly common problem of "cybersquatting." Cybersquatters register domain names that approximate the names of well-known companies, brands, or celebrities. Squatters try to generate profit from the high recognition value of such names by drawing traffic to their sites, reselling the name, or holding the name for "ransom" in hopes of accruing a payoff from the entity whose name has been appropriated. The Internet Corporation for Assigned Names and Numbers (ICANN) has authorized WIPO to handle cases filed under the Uniform Domain Name Dispute Resolution Policy. Many media celebrities have taken their cybersquatting complaints to WIPO for arbitration.

MS 58 IGNOU MBA Solved Assignment -What resources are required for R&D activity? Discuss critically the availability of relevant resources for R&D in India.

What resources are required for R&D activity? Discuss critically the availability of relevant resources for R&D in India.
Ans Research and R&D: There are three things least certain at the outset of a new research project and these unknowns make planning the project an unconventional process and one which on conventional planning process diagrams is usually inadequately depicted via one or two boxes labeled 'feasibility phase'. The three unknowns are:
1. Feasibility
2. The resources needed to determine feasibility
3. How long it will take to determine feasibility
As a result, research project planning must incorporate best guesses of time to completion for tasks and milestones and estimates of required resources and these can be expected to change as progress is made, new tasks emerge, others tasks are abandoned and so on. There will be a tradeoff between resources(cost) and time but the tradeoff is uncharacterized.
Because of the uncertainties in feasibility and in time to completion one must never tie a research project to a production schedule.
Instead, one should conduct sufficient numbers of research projects so that the results of research are always available to inject into new product development schedules.
Development projects: Development of a new product also has it's uncertainties. However, technical completion is guaranteed if the basic technical feasibility questions have been satisfactorily answered in the research phase. Here there is the widely accepted tradeoff between the quality of the end result, the time it takes to obtain it and the resources required. Regarding resources, there is an additional consideration. Time to completion is the key consideration for a product development project. Unfortunately, the tradeoff between resources and time is non linear and occasionally an uncertainty. If a project takes twice as long to conduct as required, one may need to triple, quadruple or more the assigned resources to halve the completion time. In fact in heavily resourced projects increasing resources can actually slow a project down. The time at which this happens is called the crash point. A relevant analogy to bear in mind is three women cannot have a baby in 3 months. Without intending any disrespect, the crash point for this particular 'project' can be estimated at around 7 to 10 months.
Project planning software is useful in complex projects but cannot tell you how long individual tasks will take or predict crash points. The plan is at the mercy of the planner, who must be realistic in time estimates, the capabilities of resources, and able to anticipate tasks and alternatives. With respect to research projects, planning software can act as a useful reality focus for a new project by giving projections of milestones and completion times based on a series of initial guesses of the time to complete multiple dependent subtasks. It can help alert you to the impact of resource deficits or potential deficits. Other useful aspects of planning software are the capabilities to identify critical paths and to track progress and not least of all - it forces the planner to define and link objectives. For a research project, I have found it useful to include at the outset a few loosely defined, parallel contingency subtasks to include continuous low level research for alternative approaches for those longer range tasks which are more likely to dead-end. Project planning software can be useful as a reporting tool if used carefully to provide summaries. Care is required because printouts can be highly detailed and cryptic and thus overwhelming to the less informed reader, subverting the objective of the report.

The outcomes of individual research projects are unavoidably uncertain. If this were not the case the projects would instead be developmental and there would be no need for research. Because of this there is a degree of risk of failure in any project. Just as there is a risk in investing in the stock market, successfully conducting research and successfully investing entails a realistic identification of, acceptance of and a strategy for managing - risk. Risk diversification is a sound approach when there is a mandate to innovate.


Freezing specifications
During the course of an engineering development project, product specifications can change because:
1. the means for making a series of incremental improvements are discovered by engineering or parallel research - this can be expected,
2. marketing keeps adding features - this will eventually kill a project due to escalating costs and schedule overruns,
3. at a late stage, management wants an even better product for an even lower unit cost - unless a miracle happens, this will immediately kill a project.
Mid course changes in specifications of the first type can be accommodated, but risk slowing a project down if these are adopted too frequently. The improvements should therefore be noted as the project progresses and then incorporated all at the same time on at least one and possibly two scheduled occasions. At a certain point, specifications must be frozen and any changes which appear desirable but are identified after that time must be reserved for a possible future revision or mark 2 product.

MS 58 IGNOU MBA Solved Assignment - What are the different types of R&D projects? Explain the concept of project life cycle with examples relating to a specific technology or product.

What are the different types of R&D projects? Explain the concept of project life cycle with examples relating to a specific technology or product.
In cases requiring preliminary investigations to determine the technical feasibility or market acceptability of a new product or process concept, KORIL-RDF may grant up to USD 30,000 as its 50% share of the cost of conducting the feasibility tests. Such awards are made with the understanding that a formal proposal for a full-scale project will be submitted by the companies, should the feasibility results prove positive.

KORIL-RDF Chief Executive has the authority to approve feasibility projects. In this context, the decision will take into consideration third party expert advice from technical experts in both countries.
The total recognized cost of such mini-project is about USD 200,000 or less, and the maximum duration is approximately one year. Grants are a maximum of USD 100,000, or 50% of actual project costs, which ever is lower. Commercialization is an expected goal for such project.

Mini-project proposal preparation formalities will be less stringent than those associated with a full-scale project. However, the same criteria regarding business/technical capabilities and commercial potential are applied.

Proposals for mini-projects will be acted upon throughout the year, and a definitive response to such proposals will be given within 8 weeks with appropriate evaluation and assessment process. Once approved, mini-projects are implemented under the same agreements as full-scale projects. 
The total recognized cost of such mini-project is about USD 200,000 or less, and the maximum duration is approximately one year. Grants are a maximum of USD 100,000, or 50% of actual project costs, which ever is lower. Commercialization is an expected goal for such project.
Mini-project proposal preparation formalities will be less stringent than those associated with a full-scale project. However, the same criteria regarding business/technical capabilities and commercial potential are applied.

Proposals for mini-projects will be acted upon throughout the year, and a definitive response to such proposals will be given within 8 weeks with appropriate evaluation and assessment process. Once approved, mini-projects are implemented under the same agreements as full-scale projects. 
Mini-project proposal preparation formalities will be less stringent than those associated with a full-scale project. However, the same criteria regarding business/technical capabilities and commercial potential are applied.
Proposals for mini-projects will be acted upon throughout the year, and a definitive response to such proposals will be given within 8 weeks with appropriate evaluation and assessment process. Once approved, mini-projects are implemented under the same agreements as full-scale projects. 
Proposals for mini-projects will be acted upon throughout the year, and a definitive response to such proposals will be given within 8 weeks with appropriate evaluation and assessment process. Once approved, mini-projects are implemented under the same agreements as full-scale projects.
The Korean and the Israeli company jointly submit a two-part proposal to KORIL.

Part I is to describe the technical aspects, which include: 
The Korean and the Israeli company jointly submit a two-part proposal to KORIL.
Part I is to describe the technical aspects, which include: 
Part I is to describe the technical aspects, which include:
¡¤ the proposed R&D project detailing the schedule and the involvement of the two parties
Part II is the business plan, which should describe the following:
¡¤ Commercialization - i.e., respective company roles; manufacturing/production; marketing
¡¤ Strategies; projected return on investment
¡¤ Cooperation & benefits shared financial exposure; projected benefits for each party
¡¤ Organization & management plan
¡¤ Company & personnel descriptions
¡¤ Project budget for both companies

  • Initiate, Speculate, Explore, Adapt and Close
  • Define, Plan, Execute and Deliver

  • Project Charter
  • Governance Structure
  • Communication Plan
  • Risk Assessment
  • Budget Plan
  • Meeting Notes
  • Project Charter
  • Governance Structure
  • Statement of Guiding Principles
  • Team Contract
  • Communication Plan
  • Risk Assessment & Management Plan
  • Budget Plan
  • Meeting Notes
  1. Integration (Coordination, Planning, Change Control)
  1. Scope
  1. Time (Schedule)
  1. Cost (Budget)
  1. Quality
  1. Human Resources (Staffing)
  1. Communications
  1. Risk
  1. Procurement
  • Scope Statement
  • Schedule – Basic
  • Competitive Bids & Purchase Order
  • Communication Bulletins
  • Meeting Notes
  • Scope Statement
  • Risk Assessment & Management Plan
  • Budget Plan
  • Procurement Plan
  • Staffing Plan
  • Quality Assurance Plan
  • Plan for Managing Issues
  • Statement of Intended Operations Organization
  • Schedules – Full
  • Communications Bulletins
  • Meeting Notes
  • Keeping people informed about progress of the project, ensuring project priorities are understood and translated into which activities are "in progress."
  • Monitoring the environment, anticipating problems and taking action to counter any issues affecting the project scope, schedule or budget.
  • Reviewing change requests with the project team and recommending whether they will be done within the project or not. Change requests may result.
  • Meeting Notes
  • Status Reports (includes risk log)
  • Schedules
  • Issue Resolution Log
  • Project Delay Log
  • Meeting Notes
  • Status Reports (includes risk log)
  • Schedules
  • Issue Resolution Log
  • Project Delay Log
  • Change Requests
  • Lessons Learned
  • Closing Report
  • Lessons Learned
  • Closing Report


Two companies (from Korea and Israel) considering a partnership may decide to define an initial project of modest size rather than plunge into a higher cost full-scale project of longer duration. Such smaller scale projects can apply for KORIL-RDF fund under the category of mini-project. 
A full-scale project is defined as one in which the total recognized cost is over USD 200,000 and the maximum KORIL-RDF contribution to the cost of the project is up to USD 1,000,000. Maximum duration of such project is 3 years. 
¡¤ the innovation

¡¤ Market potential - i.e., potential size; competitive edge, etc. 



The Project Life Cycle consists of four phases:
Note: Depending on the project management method used, the project life cycle phases may be referred to in other terms, such as:
ICT uses Confluence wiki spaces as a collaboration tool throughout the life of a project and as a repository of project management (and other) information after a project closes. 

The Project Office maintains a set of wiki templates/outlines which can be copied at the start a new project.  The templates are updated regularly with both clarifications coming from "lessons learned" and assumption materials.  At the start of a project, the wiki space is "tailored" to the work being undertaken.

To meet with a member of the PSO contact its_pso@usask.ca; we will work with you to set up the most appropriate wiki space for your project.  Also, we'll ensure your project enters the ICT project system and that the PM is aware of the project management requirements that may apply to the project.



Define

In this phase, solutions to an academic or business opportunity are evaluated and the preferred approach is defined. The project team decides what they intend to produce (deliverables) and how they will know they have completed the project.

Participants involved in developing the project proposal and business needs documents include the sponsor, business process owner(s), project manager, business analyst(s) and technical architect.

The Business Case precedes a project's definition and explains why the project is being initiated. Projects can be initiated to create a final business case; in that situation, a Preliminary Business Case to confirm strategic fit and business need, typically no more than one or two pages, sets the groundwork for a project that will have a full business case as its result.

In larger projects, the completion of each software cycle deliverable provides a "gate" at which a decision to continue to the next step can be made. In smaller projects, the steps may be combined or occur in rapid succession. Seesize of projects and types of project risks to determine what templates and examples you will need to follow: basic or full. Project management processes produce the following deliverables during the definition stage of the project life cycle:

Basic Project
Full Project
The final activity in the definition stage is launching the project. A "kick-off" meeting with sponsor, business process owners and full project staff ensures that everyone is familiar with the business need being addressed, the principles guiding the work, the development and project management method being used and the overall release schedule. Professional development requirements are discussed in terms of the skill development plan for the project during the planning; if required, training sessions are scheduled very soon after the launch.


Plan

This is the phase of the project where the concept is verified and developed into a workable plan for implementation. The objectives are defined along with the required deliverables.

The purpose of this stage is to develop the project management plans across the following areas:
At this stage the core project team is formed. It includes the business process owner(s), project manager, clerical support, business analyst, subject matter expert, technical architect, technical lead, programmer and database administrator.

Key stakeholders or representative key stakeholders are consulted and advisory committees or task groups are identified and formed.

Remaining skills and personnel requirements are identified and assignment or hiring proceeds.

Project management processes produce the following deliverables during the planning stage of the project life cycle:

Basic Project
Full Project


Do It!

This is the phase of the project where the project plan is carried out. Projects proceed in different ways depending on the required project outcomes as well as the schedule, staffing and cost constraints. Project management activity during this phase involves:
Project management processes produce the following deliverables during the execution stage of the project life cycle:

Basic Project
Full Project



Close

The project process is completed and documented, and the finished product is transferred to the care and control of the owner. The long-term objective is to build a project management repository to document best practices, lessons learned, and examples of various documents that may be developed during a project.

Project management processes produce the following deliverables during the closing stage of the project life cycle:

Basic Project
Full Project
And we celebrate!

MS 58 IGNOU MBA Solved Assignment - Discuss the rationale of partnership in innovation and R&D. Explain the different types of partnership for this purpose.

Discuss the rationale of partnership in innovation and R&D. Explain the different types of partnership for this purpose.
Ans :           
Dr. Carlos J. Haertel, Managing Director, GE Global Research Center Europe shared his views on the roles of corporate R&D and the rationale for R&D partnerships at the recent World Innovation Conference in Cannes. Here you get the bullet points:
Roles of Corporate R&D
• Reaching across disciplines
• Spreading technology across the company
• Specialized in tackling the New
• Recruiting top technologists
Rationale for R&D partnerships
Cost
• leveraging resources, access government funding
• tapping into existing capabilities & expertise • innovating along the value chain, tying in customers & suppliers • fresh ideas, diverse perspectives, alternative business models A general partnership is a partnership with onlygeneral partners. Each general partner takes part in the management of the business, and also takes responsibility for the liabilities of the business. If one partner is sued, all partners are held liable. General partnerships are the least desirable for this reason. A limited liability partnership (LLP) is different from a limited partnership or a general partnership, but is closer to a limited liability company (LLC). In the LLP, all partners have limited liability.Think Creatively
  • Use a wide range of idea creation techniques (such as brainstorming)
  • Create new and worthwhile ideas (both incremental and radical concepts)
  • Elaborate, refine, analyze and evaluate their own ideas in order to improve and maximize creative efforts
Work Creatively with Others
  • Develop, implement and communicate new ideas to others effectively
  • Be open and responsive to new and diverse perspectives; incorporate group input and feedback into the work
  • Demonstrate originality and inventiveness in work and understand the real world limits to adopting new ideas
  • View failure as an opportunity to learn; understand that creativity and innovation is a long-term, cyclical process of small successes and frequent mistakes
Implement Innovations
  • Act on creative ideas to make a tangible and useful contribution to the field in which the innovation will occur



Speed & Quality
Get to Market
Creativity
When Haertel talked about open innovation, he used the below image to emphasize that partnering and thus open innovation needs to go beyond the co-ideation phase in order to get the full benefits. I fully agree on this.

The term "partnership" has changed over the years, as business people have come to add new features to the old business form. These new partnership types are intended to help mitigate the liability issues with partnerships. The three most used partnership types are listed here, with their features, to help you decide which type you might want to use.
Answer:
General Partnership
Limited Partnerships A limited partnership includes both general partners and limited partners. A limited partner does not participate in the day-to-day management of the partnership and his/her liability is limited. In many cases, the limited partners are merely investors who do not with to participate in the partnership other than to provide an investment and to receive a share of the profits.
Limited Liability Partnerships

An LLP combines characteristics of partnerships and corporations. As in a corporation, all partners in an LLP have limited liability, from errors, omissions, negligence, incompetence, or malpractice committed by other partners or by employees. Of course, any partners involved in wrongful or negligent acts are still personally liable, but other partners are protected from liability for those acts.

In recent years, the limited liability company has supplanted the general partnership and the limited partnership, because of the limits of liability. But there are still cases in professional practices in which some partners want to be limited in scope of duties and they just want to invest, having the liability protection.

MS 58 IGNOU MBA Solved Assignment - Are innovations and creativity interrelated? Discuss the various methods of enhancing or maintaining the creativity.

Are innovations and creativity interrelated? Discuss the various methods of enhancing or maintaining the creativity.
Ans :
Often the terms 'creativity' and 'innovation' are used interchangeably. Rightly or worngly, the two words are treated by many as synonyms. But do they espouse the same concepts? Is there a difference between the two? What about 'ideas', which is often used in connection to creativity and innovation? A proper understanding of these three terms is crucial before we attempt to embrace and practice innovation.
IDEAS COME FROM A NEW WAY OF THINKING, A NEW WAY OF DOING THINGS



Creativity may be defined as ‘idea generation’. Being creative is to be able to generate or to come up with ideas. Or even to gather ideas. The new idea can be simple or it can be complex. When a child thinks of an idea, even if it is a naughty one, he is being creative. Similarly, when a scientist seizes on an idea, he is exercising creativity. Creativity is hence a process, or a thinking process to be exact. Creativity comes from the word ‘create’. What is ‘created’ or ‘generated’ is the idea.
Creativity may be defined as ‘idea generation’. Being creative is to be able to generate or to come up with ideas. Or even to gather ideas. The new idea can be simple or it can be complex. When a child thinks of an idea, even if it is a naughty one, he is being creative. Similarly, when a scientist seizes on an idea, he is exercising creativity. Creativity is hence a process, or a thinking process to be exact. Creativity comes from the word ‘create’. What is ‘created’ or ‘generated’ is the idea.
Think Creatively
  • Use a wide range of idea creation techniques (such as brainstorming)
  • Create new and worthwhile ideas (both incremental and radical concepts)
  • Elaborate, refine, analyze and evaluate their own ideas in order to improve and maximize creative efforts
Work Creatively with Others
  • Develop, implement and communicate new ideas to others effectively
  • Be open and responsive to new and diverse perspectives; incorporate group input and feedback into the work
  • Demonstrate originality and inventiveness in work and understand the real world limits to adopting new ideas
  • View failure as an opportunity to learn; understand that creativity and innovation is a long-term, cyclical process of small successes and frequent mistakes
Implement Innovations
  • Act on creative ideas to make a tangible and useful contribution to the field in which the innovation will occur

It all begins with an idea. An idea is the starting point of creativity and innovation. Without ideas there can never be anything creative or innovative. Just like without cells there can be no living things. Ideas are the building blocks of creativity and innovation. An idea is like a seed waiting to be planted, waiting to grow and mature into something beautiful. An idea has to be new and fresh. An old idea is like a dead seed, lifeless and unproductive.
CREATIVITY IS THE PROCESS OF GATHERING AND GENERATING NEW IDEAS.
INNOVATION IS CREATIVITY IMPLEMENTED.
Innovation, on the other hand, can be described as ‘creativity implemented’. Innovation is putting the idea into practice. While creativity is a thinking process, innovation is a productive process. Innovation adds value to the idea, which otherwise remains as a mere idea. If the idea is likened to a seed, then innovation is the plant that results from planting and nurturing the seed.

When it comes to creativity, this outstanding and VERY motivational clip puts to words and music the powerful message we all can use to motivate and spur us to new heights.
While certainly not the only ingredient needed for success, in order to ultimately be creative, one must believe in their ideas and thoughts.  In order to innovate, one must not only believe, they must then put those beliefs into action through creativity as well. It all starts with belief in what one must do.
Without the true belief that you can do something, the only thing certain is that you can’t!
What beliefs do you have?  What sense of creativity do you bring to the table? Bear in mind, the amount of creativity you exhibit is directly related to the belief structure you have adopted.


Creative thinking skills are closely aligned to the critical thinking skills. Both types of thinking will allow you to process information more effectively and productively. Creative thought is built upon a foundation of critical thought; if flawed or fuzzy thinking is the basis for creative efforts, these efforts will rarely be fruitful.

MS 58 IGNOU MBA Solved Assignment -Explain the interaction between science, technology and business. How do these interactions affect industrial growth? Give suitable examples.

Explain the interaction between science, technology and business. How do these interactions affect industrial growth? Give suitable examples.
Ans :The pressure on universities and research institutes to increase their direct contributions
to societal needs has grown significantly over the past two decades. This is particularly
true in terms of their contribution to economic growth. The expectation is that
a more effective co-operation between science and the business sector will lead to
an improved performance of the national economy and eventually to the generation
of new jobs. Indeed, scientific studies show unambiguously that there is a positive
impact of synergies between the two sectors on the generation of groundbreaking
innovations and technological and economic advancement of the society. Improving
the interactions between universities/research institutes and enterprises thus is a
central issue in all current innovation policy strategies of the Federal and Länder governments.
Knowledge transfer should be a strategic goal of universities and research institutes
and must be supported by the respective management. Every institution that
strives for an intensified co-operation with enterprises should implement a compliant
institutional strategy that defines the academic units in which knowledge transfer
should be a major task that shapes or significantly contributes to the profile of
that unit. Moreover, the institutional strategy should define the preferred form(s) of
co-operation (i.e. strategic partnership, spin-offs, licenses etc.), the class of business
that is the preferred target and the conditions that should apply for co-
• Engagement in knowledge transfer must be worthwhile for the institution as well as
the individual scientist performing the transfer. Transfer activities must be remunerated
adequately in performance-based allocations of funds. This applies to the
allocation of institutional funding of the universities by the Länder governments as
well as internal remuneration systems within the scientific institutions. Moreover,
the existing policies and procedures concerning the private income of scientists
who actively engage in transfer activities should be made more flexible in order to
provide an additional incentive for such activities. The goal should be to develop
knowledge transfer into a task that allows scientists to gain reputation from such
activities.
• Technology transfer offices and patent exploitation agencies have to be strengthened
in their options for action as well as institutional mandate and standing. They
need a clearly defined profile of tasks which has to be aligned to the specific institutional
strategy regarding knowledge transfer. Patent exploitation agencies should
set strategic priorities regarding their area of expertise in certain technology sectors
and co-operate and share their expertise and competences with the technology
transfer offices of the universities and research institutes. They should be
evaluated regularly and their support by public funds should be based on performance.
The public support should have the ultimate goal to develop patent exploitation
agencies into profit centres in the long run. Technology transfer offices should
directly report to the management of the university/research institute and be the
central player in all communication concerning the institutional knowledge transfer
strategy for external partners. In order to be effective, technology transfer offices
and patent exploitation agencies must have adequate and professional staffing.
• The funding of projects in the proof-of-concept phase should be expanded in order
to improve the development of academic research results into marketable new
products and processes. The Science Council suggests a fund financed jointly by
public and private investors which supports projects that are suitable to close the
gap between academic research and economic innovation.
• The Science Council sees particular opportunities for the scientific as well as the
business side in long-term strategic partnerships between academic institutions
and private firms. Such partnerships are characterised by collective financing and
implementation of research programmes as well as collective definition of goals.
They should be further developed on a broader basis and be supported from all
stakeholders.
• The Science Council welcomes the fact that the support of clusters is an integral
part of all innovation strategies of the Federal and Länder governments. It recommends
implementing stringent conditions for the selection process of clusters to be
supported by public funds. Direct financial cluster support by public funds should
be restricted to the establishment and support of a professional cluster management
structure. The direct support of clusters must always be accompanied by an
optimisation of local conditions i.e. in terms of infrastructure and investment incentives.