2 Flashcards
(20 cards)
Wat zijn de voor en nadelen voor een klein bedrijf bij het innovatie proces
Voordelen: speed of decision making, flexible, informal structure
Nadelen: Lack of key skills and experience, lack of access to resources and poor risk manage
Wat is RBV (resource based view)
All assets, organizational processes, firm attributes controlled by a firm that enable the firm to implement strategies that improve its efficiency and
effectiveness
Wat zijn routines
Particular ways of behaving, as a result of repetition and reinforcement makes an organization different from another in how they carry out the same
basic activity How company does it
Wat moeten de resources zijn om een voordeel te creëren
VRIN= Valuable, Rare, Inimitable, Non-substitutable
Welke verschillende resources zijn er
1: Physical resources: Buildings, equipment, tools, weapons, etc.
2: Financial resources: Cash, budget commitments
3: Technological resources: Computers, software, networks, databases, communications systems, satellites, etc.
4: Human resources: Physical, intellectual, and emotional
5: Social resources: Relationships, networks, trust, norms, reputation
6: Organizational resources: Procedures, structures, management know-how, organizational relationships (e.g. alliances), etc.
Wat zijn capabilities
The capacity to deploy a combination of resources through collective
organizational routines to achieve goals
What a company does? (e.g., inspiring leadership; agility and speed; customer focus)
Wat zijn dynamic capabilities
A firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments
Sense: Feel something does work
Seizing: create a solution
Reconfiguring: sell the solution
Wat zijn core compentencies
Resources and capabilities that comprise the strategic advantages of a business what does the company best
Wat is de hierarchical classification
Core competencies (create identity and value)
Capabilities (doing resources through routines)
Routines (how we do things here)
Resources (having assets)
Welke leadership styles zijn er
1: Authoritarian/Autocratic: Individual control and little input from group member
2: Participative/Democratic: Leaders allow input from group members
3: Laissez-faire: Leaders avoid decision making, do not follow up, and do not intervene
4: Transformational: Building higher levels of commitment and trust in leaders and mission
5: Transactional: Setting expectations and rewarding in exchange for performance
Welke 4 stappen zijn er om hoe je mensen moet managen
1: Recruitment and Selection: recruiting internal or external and once candidates found selection starts with interviews
2: Training and Development: coaching mentoring on the job off the job case studies and role playing
3: Performance Management: objective measring performance subjective: opinions of leaders
4: Compensation and Rewards: monetary: money non monetary: not money personal growth or status
Wat is het verschil tussen een organic structure en mechanic structure
Organic: suited to conditions of rapid change
Mechanistic: suited to more stable conditions
Wat is het verschil tussen flat en tall hierarchy
Flat: few or no levels between employees and leadership what leads to open communication and fast decision making
Tall: multiple layers of management what leads to authority and slower decison making
Hoe werkt span of control
When the span of control is 3 and the hierarchy is 6 then every manager starting from 1 has three people under him
Welke verschillende organisation structure types zijn er
Functional
Divisional: Geographical, Product, Customers
Matrix
Mixed
Wat is een Functional Organizational Structure
A CEO has a production, marketing and sales department under him and those departments have people under them
Wat is een Divisional - Geographical Structure
Product Structure
Customer based structure
Geographical structure: Different departments based on the different geographical parts for example North amerika europe east Asia
Product structure: different departments based on the different products for example shirts, shoes and hoodies
Customer based structure: departments for the different customers for example universities and the normal market
Wat is een matrix organisational structure
People report to the functional divison manager and the project manager
Wat is edi innovation
Innovation that emerges organically from the diverse interactions among employees, particularly those who are not directly responsible for innovation
Wat zijn de drie onderdelen van dynamic capabilities
Sensing: The firm’s ability to identify new opportunities and threats in the environment (monitoring market trends)
Seizing: Acting on the identified opportunities and threats (create new product or enter new market)
Reconfiguring: Transform and rearrange its internal and external resources to align with new opportunities
