Lecture 3 Flashcards
(24 cards)
rivalry
diminishes profits as resources are devoted toward price competition, increased customer service, and warranties
what’s required before entering a new market?
looking at strategic forces, not just demand or surface-level factors
resistance continuum
resisters
bystanders
helpers
champions
resisters
stakeholders that disrupt change
bystanders
stakeholders w/ neutral attitude towards change
helpers
stakeholders that encourage
champions
stakeholders that lead change
Kotter’s 8 step model: 2 big concepts
formulate (1-3)
implement (4-8)
Kotter’s 8 step model: 1
establish a sense of urgency baed on market and competitive realities and current or potential crises
Kotter’s 8 step model: 2
form a powerful guiding coalition to lead change
Kotter’s 8 step model: 3
create a vision and a strategy to direct the change
Kotter’s 8 step model: 4
communicate the vision with words and examples
Kotter’s 8 step model: 5
empower others to act on the vision by removing obstacles, modifying structures and systems, and promoting risk-taking
Kotter’s 8 step model: 6
create short-term wins and recognize those responsible
Kotter’s 8 step model: 7
consolidate improvements by aligning systems, structures, and policies
Kotter’s 8 step model: 8
institutionalize new approaches by connecting new behaviors to corporate success
organizational design
how the organization structures roles, tasks, jobs and projects into units as well as formal reporting and info channels
centralization structure (divisional and functional)
organizational culture
set of shared schema that determine acceptable/unacceptable behavior
a lever that managers can use to control behavior; serves as an alternative to formal control, which is centered on authority and hierarchy
divisional structure
each unit run as if it was its own company
each unit serves one product or market segment
competing for resources @organizational level
functional structure
each unit is responsible for a particular specialization (ex. engineering, mktg, fnce)
can develop skill set more quickly
could also result in silos…disadvantage that affects coordination
iceberg model of culture
low visibility = values
high visibility = artifacts and practices (physical, behavioral, verbal)
what constitutes a strong culture?
one in which values are simple, widely shared, and strongly held (O’Reilly)
effect of clear vision on performance is higher if theres fewer values
S curve of social change
starts w/ slow growth via champions, then bystanders constitutes accelerated growth
you must build coalition/critical mass first; get fence-sitters on your side by getting secondary movers (helpers), who are essential for accelerating change
centralization
to what extent do managers have their own leeway/latitude in decision making
