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Management 300
Dr. Steven Brown 3rd Exams Chapter 11
| Question | Answer |
|---|---|
| Organizational | The adoption of new idea or behavior by an organization |
| Disruptive Innovation | Innovation in products, services or processes that radically change an industry's rules of the game for producers and consumers |
| Ambidextrous approach | incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implantation of innovation |
| Product Change | The Organization's product or service outputs |
| Technology Change | The organization's production process how the organization does its work |
| Creativity | The generation of novel ideas that might meet perceived needs or respond to opportunities for the organization |
| Idea Incubator | Another popular way to encourage new ideas within the organization |
| Horizontal model | Manufacturing and sales and marketing departments within an organization simultaneously to new products and technologies |
| Fast-Cycle Team | Multifunctional and sometimes multinational teams that works under stringent time lines and is provided with high levels of resources and empowerment to accomplish an accelerated product development project |
| Open Innovation | Extending the search for an commercialization of new ideas beyond and the boundaries of the organization and even beyond the boundaries of the industry |
| Idea Champion | Person who sees the need for the champion productive changes within the organization |
| New Venture Team | A unit separate from the rest of the organization that is responsible for developing and initiating a major innovation |
| Skunk works | Separate small, informal, highly autonomous, and often secretive group that focuses on break through ideas for the business |
| New Venture Fund | Provides resources from which individuals and groups can draw to develop new ideas, products, or business |
| People Change | Just a few employees |
| Culture Change | Pertains to the organization as a whole |
| Organization Development (OD) | The application of behavioral science techniques to improve an organization's health and effectiveness through its ability to cope with environmental changes, improve internal relationships and increase learning and problem solving capabilities |
| Large Group Intervention | Approach brings together participants from all of the organization often including key stakeholders from outside the organization as well to discuss problems or opportunities and plan for change |
| Unfreezing | Make people throughout the organization aware of problems and the need for change |
| Change Agent | Organization Development specialist who perform a systematic diagnosis of the organization and identifies work-related problems |
| Changing | Occurs when individuals experiment with new behavior and learn new skills to be used in the workplace |
| Refreezing | Occurs when individual acquire new attitudes or values and are rewarded for them by the organization |
| Need For Change | Disparity between existing and desired performance levels |
| Force-field analysis | Grew from work of Kurt Lewin, who proposed that change was a result of the competition between driving and restraining forces |
| Companies that successfully innovate usually have the following: | 1. People in marketing have a good understanding of customer needs 2. Technical specialists are aware of recent technological development and make effective use of new technology 3. Members from key departments |
| Organization Development can help managers address at least 3 types of current problems | 1. Mergers and acquisitions 2. Organizational decline and revitalization 3. Conflict Management |
| 3 of the most popular and effective are the following | 1. Team building activities 2. Survey feedback activities 3. Large-group intervention |
| Organization Development 3 distinct stage of achieving behavioral and attitudinal changes | 1. Unfreezing 2. Changing 3. Refreezing |
| Manufacturing company management's analysis showed that the driving force (opportunities associated with implementation of JIT were | 1. The large cost saving from reduced inventories 2. Saving from needing fewer worker to handle the inventory 3. A quicker, more competitive market response for the company |
| REstraining Force (barriers) discovered by managers were | 1. A freight systems that was too slow to deliver inventory on time 2. A facility layout that emphasized inventory maintenance over new deliveries 3. Works skill inappropriate for handling reapid inventory deployment 4. Union resistance to loss of job |
| Exploration | Involves designing the organization to encourage creativity and the initiation of new ideas |
| Cooperation | Creating conditions and systems to facilitates internal and external coordination and knowledge sharing |
| Entrepreneurship | Managers put in place processes and structures to ensure that new ideas are carried forward for acceptance and implementation |
| Crowsourcing | Internet has made it possible for companies to tap into ideas from around the world and let hundreds of thousands of people contribute to the innovation process |
| Innovator | Comes up a new ideas and understands its technical value but has neither the ability nor the interest to promote it for acceptance within the organization |
| Champion | Believes in the ideas confronts the organizational realities of costs and benefits and gains the political and financial support needed to bring it to reality |
| Sponsor | High level manager who approves the idea, protects the idea and removes major organization barriers to acceptance |
| Critic | Counter balance the zeal of the champion by challenging the concept and providing a reality test against hard nosed criteria |
| Communication and Education | Used when solid information about the change is needed by users and others who may resist implementation |
| Participation | Time consuming but it pays off because users understand and become committed to the change |
| Negotiation | Is a more formal means of achieving cooperation; Uses formal bargaining to win acceptance and approval of a desired change |
| Coercion | Managers use formal power to force employees to change |
| Top Management Support | Symbolizes to all employees that the change is important for the organization |
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