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MOB Chapter 8 Body

QuestionAnswer
Allows online filing of tax returns, by the U.S. IRS is an example of a new service innovation. E-file
The stage where ideas for new products and technologies are born. Managers design the organization for exploration by establishing conditions that encourage creativity and allow new ideas to spring forth. Exploration
Another important aspect of innovation is providing mechanisms for both internal and external coordination. Ideas for product and technology innovations typically originate at lower levels of the organization and need to flow horizontally to depts. Cooperation
Creative ORG/Dept. Open channels of communication. Contact with outside sources. Overlapping territories; cross-pollination of ideas across disciplines. Suggestion systems, brainstorming, freewheeling discussions. The Creative Individual: Conceptual Fluency, Open-mindedness
Creative ORG/Dept. Assigning nonspecialists to problems. Eccentricity allowed. Hiring outside your comfort. The Creative Individual: Originality
Creative ORG/Dept. Decentralization, loosely defined positions, loose control. Acceptance of mistakes; rewarding risk taking. People encouraged to challenge their bosses. The Creative Individual: Less Authority, Independence, Self-confidence
Creative ORG/Dept. Freedom to choose and pursue problems. Not a tight ship; playful culture, doing the impractical. Freedom to discuss ideas; long time horizon. The Creative Individual: Playfulness, Undisciplined Exploration, Curiosity
Creative ORG/Dept. Resources allocated to creative personnel and projects without immediate payoff. Reward system encourages innovation. Absolution of peripheral responsibilities. The Creative Individual: Persistence, Commitment, Focused Approach
Aspect of product and technology innovation is creating mechanisms to make sure new ideas are carried forward, accepted, and implemented. Entrepreneurship
Develops and understands technical aspects of idea. Does not know how to win support for the idea or make a business of it. Inventor
Believes in idea. Visualizes benefits. Confronts organizational realities of cost, benefits. Obtains financial and political support. Overcomes obstacles. Champion
High-level manager who removes organizational barriers. Approves and protects idea within organization. Sponsor
Provides reality test. Looks for shortcomings. Defines hard-nosed criteria that idea must pass. Critic
Inventor, Champion, Sponsor, Critic Four Roles in Organizational Change
Various barriers to change, such as a lack of resources, resistance from middle managers, or inadequate employee skills. Restraining Forces
Problems or opportunities that provide motivation for change within the organization. Driving Forces
When to use: Change is technical. Users need accurate information and analysis to understand change. Communication, Education Tactic for Overcoming Resistance to Change
When to use: Users need to feel involved. Design requires information from others. Users have power to resist. Participation Tactic for Overcoming Resistance to Change
When to use: Group has power over implementation. Group will lose out in the change. Negotiation Tactic for Overcoming Resistance to Change
When to use: A crisis exists. Initiators clearly have power. Other implementation techniques have failed. Coercion Tactic for Overcoming Resistance to Change
When to use: Change involves multiple departments or reallocation of resources. Users doubt legitimacy of change. Top Management Support Tactic for Overcoming Resistance to Change
Created by: abbyjp
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