| Term | Definition |
|---|
| Organizational change | the adoption of a new idea or behavior by an organization. |
| 3 innovative strategies for new products and technologies | Exploration- creativity, experimentation, idea incubators. Cooperation-horizontal coordination mechanisms, customers and partners, open innovation. Entrepreneurship-idea champions, new venture teams, skunkworks, and new venture funds. |
| Product change | a change in the organiziation's product or service outputs. Innovation is the primary way in which an organizatios adapt to changes in the market, technology, and competition. |
| Technology change | a change that pertains to the organization's production process. How it actually does it work. Design to improve effficiency. |
| Creativity (Exploration strategy) | which refers to the generation of novel ideas that might meet perceived needs or respond to opportunities for the organzation, is the essential 1st step in innovation. |
| The creative individual | 1. conceptual fluency open mindness 2. originality 3. less authority, independence, self-confidence 4. playfulness, undisciplined exploration, curiosity. 5. persistence, commitment, focused approach. |
| Idea incubator | an inhouse program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics. Advantages has a good specific place to develop it. |
| horizontal linkage model (internal coordination)(cooperation) | an approach to product change that emphasizes shared development of innovations among several departments. |
| fast-cycle team(internal coordination) | a multi-functional team that is provided with high levels of resources and empowerment to accomplish and accelerated product development project. |
| open innovation (external coordination) | extending the search for and commericaiization of new ideas beyond the boundaries of the organization. |
| Idea champion ( entrepreneurship) | a person who sees the need for and champions productive change within the organization. Divided into four different roles inventor, champion, sponsor, and critic. |
| Inventor | develops and understands technical aspects of idea does not know how to win the support for the idea or make a u business of it |
| champion | believes in idea; visualize benefits; confronts organizational realities of cost, benefits; obtains financial and political support; overcomes obstacles |
| sponsor | high-level manager who removes organizational barriers; approves and protect idea within organization |
| critic | provides reality test; looks for shortcomings; defines hard-nosed criteria that idea must pass. |
| new-venture team | a unit separtate from the mainstream of the organization that responsible for developing and initiating innovations. |
| skunkworks | a separate small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business. created by Lockheed Martin 50 years ago. |
| new-venture fund | a fund providing resources form which individuals and groups can draw to develop new ideas, product, or businesses. |
| People change | a change in the attitudes and behaviors of a few employees in the organization. |
| cultural change | a major shift in the norms, values, attitudes, and mindset of the entire organization. |
| Training and development | is a frequently used tool for changing people and culture and their mindset. |
| organizational 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. help address 3 types of current problems 1. mergers and acquisitions 2. organizational decline/revitalization 3. conflict management. |
| OD activities 3 most popular types | Team building, Survey feedback , large-group intervention. |
| model of change sequences of events | 1. internal and external forces for change exist; 2. organization managers monitor these forces and become aware of a need for change; 3. the required change is implemented. |
Combine with other sets
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