How to manage for collective creativity” Presentation (PowerPoint)

“How to manage for collective creativity” Presentation (PowerPoint)
Assignment 1: 10 points

“How to manage for collective creativity” Presentation
Assignment Parameters:

As presented by Hackman and Johnson (2013), “Flexibility is the key to organizational survival. Groups that fail to adapt (or change too slowly) are doomed to failure”
(p. 246). In “How to manage for collective creativity,” professor and author Linda Hill discusses patterns of strong leaders and the concept of collective genius.

Watch Linda Hill’s Ted Talk on How to manage for collective creativity.

create a 3-5 minute presentation in which you (POWERPOINT)
Explain the three capabilities of creative organizations.
Analyze how those capabilities take place in your organization and how collective creativity can be demonstrated in your chosen concentration.
Compare the idea of leadership presented by Linda Hill with the ideas of leadership discussed in Hackman & Johnson’s book. How are they similar? How do they differ?

Submit the file or link to an online presentation to be graded via the assignment dropbox.

Assignment 1 Grading Criteria

Points Possible

Presentation addresses all three questions in detail


Analysis and presentation of literature and/or data is logical/concise


References reflect connection to the literature and timely sources (published within the last 5 years)


Technology and presentation tools were appropriate to the audience


Total points possible:


Assignment 1: Discussion—ABC or Activity-Based Costing
In your readings this module, you were introduced to Activity-Based Costing or ABC. It is a method used to determine a reliable predetermined benchmark for the
allocation of overhead costs to the products produced based on their activity levels. In this discussion, we will work a case study on ABC together. For your initial
response, attempt to answer the questions yourself and post all the required items into the Discussion Area. You may want to post some elements during different days
so the class can work this problem together. Then in your response postings, help each other with misunderstandings or miscalculations.
Examine the case below and then…
Calculate the amount of overhead allocated to small and large advertising campaigns under existing methods.
Apply activity-based costing to calculate the cost per cost driver for each of the cost pools.
Use the costs per cost driver to calculate the activity-based overhead applicable to small and large campaigns.
Calculate the percentage to be added to direct advertising costs to recover overhead costs under activity-based costing.
Merit-o-cracy PLC is a specialist advertising agency. It has been long-established but is experiencing difficulties in winning new business. The Chief Executive
believes that its pricing methods are leading to the loss of large customer advertising campaigns while it is consistently winning smaller business.
Merit-o-cracy costs work for pricing purposes on the basis of direct advertising costs (i.e. space or time purchased from newspapers, radio and TV) plus 100%. The 100%
is intended to cover all the overheads of the business, which run at $2 million per year. It does not include any profit margin. This budget cost comprises:
Creative staff $500,000

Production staff $750,000

Administrative & support staff $300,000

Rental and associated costs $450,000
Merit-o-cracy classifies its advertising campaigns as either small or large. Of the 350 campaigns the agency wins, about 325 are classified as small. A typical small
advertising campaign incurs direct advertising costs of $4,000 each (and therefore is allocated $4,000 of overheads under current methods). The other 25 advertising
campaigns are large and incur direct advertising costs of $28,000 each.
Merit-o-cracy’s accountant has heard of activity-based costing. After speaking to the management team, she has gathered information on the most common causes of costs.
She believes that creative staff costs are linked to the number of advertising campaigns the agency competes for. Production staff costs are related to the number of
advertising campaigns the agency wins. Administrative and support staff costs are related to the number of customers the agency has. Rental and associated costs are
people-based and as a similar number of staff is employed in each of the three departments, the costs should be equally shared.
The accountant has also collected data on the activity levels in each of the three departments over the budget period. These are:
800 advertising campaigns the agency bids for

400 of these are bids for large campaigns and 400 for small campaigns
350 advertising campaigns the agency wins

325 of these are small campaigns and 25 large campaigns
Admin & support
400 customers the agency services

300 of these are customers with small campaigns and 100 have large campaigns

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