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IND300 > Shermerhorn Chapter 9 - Innovation and Organizational Change > Flashcards

Shermerhorn Chapter 9 - Innovation and Organizational Change Flashcards

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1
Q

Components of Strategic leadership

A
  • anticipate, envision, maintain flexibility
  • think strategically
  • Works with others to initiate change
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2
Q

What does competitive advantage rely on

A

creativity

innovation

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3
Q

Creativity

A

generation of a novel idea or unique approach to solving problems

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4
Q

Innovation

A

process of creating new ideas and putting them into practice

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5
Q

Three forms of innovation

A
  • product
  • process
  • business model innovation
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6
Q

Sustainable innovation

A

creation of new products/processes that have lower environmental impacts than the available alternatives

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7
Q

Green innovation

A

process of turning ideas into innovations that reduce the carbon footprint of an organization or its products

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8
Q

Social Business innovation

A

uses micro-credit lending to help create small enterprises and fight poverty

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9
Q

Social Entrepreneurship

A

pursues creative and innovative ways to solve social problems

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10
Q

5 steps of innovation process

A
  • imagining
  • designing
  • experimenting
  • assessing
  • scaling
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11
Q

commercializing innovation

A

process of turning new ideas into products or processes that increase profits through sales or cost reductions

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12
Q

4 steps of product innovation

A
  • idea creation
  • initial experimentation
  • feasibility determination
  • final application
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13
Q

disruptive innovation

A

displaces prior practices and competitors

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14
Q

Innovative organizations should:

A
  • Emphasize entrepreneurial spirit
  • Expect innovation
  • accept failure
  • be willing to take risks
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15
Q

Innovative structure should: (3)

A
  • be organic
  • have lateral communication
  • use cross-functional team
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16
Q

innovative management should: (5)

A
  • understand innovation process
  • be tolerant of criticism
  • keep goals clear
  • maintain pressure to succeed
  • break down barriers to innovation
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17
Q

Good staff for innovative companies? (5)

A
  • idea generators,
  • Information gatekeepers
  • product champions
  • project managers
  • innovative leaders
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18
Q

Change Leader

A

takes leadership responsibility for changing the existing pattern of behaviour

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19
Q

Change leadership: (3)

A
  • forward looking
  • proactive
  • Embraces new ideas
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20
Q

Top-Down Change (3)

A
  • strategic and comprehensive change
  • driven by top managers
  • success depends on middle and lower workers
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21
Q

Bottom-Up Change

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A

initiatives come from all parts of organization

22
Q

How Is bottom-up change possible? (3)

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A

employee

  • empowerment
  • involvement
  • participation
23
Q

Integrated change leadership

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A

successful and enduring change combines advantages of top-down and bottom-up approaches

24
Q

Advantages of top-down change approach

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A
  • breaks up traditional patterns

- implements difficult economic adjustments

25
Advantages of bottom-up change approach
- builds capability for sustainable change | - builds capability for organizational learning
26
Unplanned Change
response to unanticipated events
27
Planned change
aligning organization with anticipated future challenges | proactive leaders
28
Transformational change creates:
decreases in major redirection
29
Incremental change leads to
adjusting existing systems and practices
30
How to lead transformational change (7)
- establish urgency - for powerful coalition - Create a change vision - empower other to move forward - celebrate short-term wins - build on success - keep message consistent
31
External forces for change (7)
- globalization - market competition - local economic conditions - laws and regulations - technological developments - market trends - social forces and values
32
Internal forces for change
Arise when change in one part of the system creates the need for change in another part of the system
33
5 organizational targets for change
- tasks - people - culture - technology - structure
34
Phases of Planned change (3)
- unfreezing - changing - refreezing
35
Unfreezing phase of planned change
phase in which a situation is prepared for change and felt needs for change are developed
36
Changing phase of planned change
the phase in which sometime new takes place in the system, change is implemented
37
Refreezing phase of planned change
stabilizing the change and creating the conditions for long-term continuity
38
Force-coercion strategy of change (5)
- uses power bases of legitimacy, rewards and punishments - belief that people are motivated by self-interest - direct forcing & political maneuvering - produces limited and temporary results - must useful in unfreezing stage
39
Rational Persuasion Strategy of Change (5)
- backed by knowledge, data, and rational argument - relied on expert power - belief that reason guides people's decisions/actions - useful in unfreezing and refreezing phases - longer-lasting and internalized change
40
Shared Power strategy of Change
- collaborative process of identifying values, assumptions, goals from which support for change will naturally emerge - yield high commitment but time consuming - examining sociocultural factors - referent power and strong interpersonal skills - belief that people respond to sociocultural norms and expectations of others
41
Reasons for resisting change (8)
- fear of unknown - disrupted habits - loss of confidence - loss of control - poor timing - work overload - loss of face - lack of purpose
42
how to deal with resistance to change: (4)
- benefits (give advantages for workers) - compatibility (change similar to current values) - simplicity (make it easy to understand) - triability (allow people to slowly try change)
43
Organization Development: (OD)
approach to planned organizational change that involves the application of behavioural science in a systemic and long-range effort to improve organizational effectiveness - Takes advantage of knowledge about human behaviour in organizations
44
OD goals
- Outcome goals: task accomplishments - Process goals: the way people work together - seeks to develop organization members' capacity for self-renewal
45
the OD process:
- establish working relationship - diagnosis (unfreezing) - intervention (changing) - evaluation (refreezing) - achieve a terminal relationship
46
Action Research
systematically collecting data on an organization, feeding it back to members for action planning and evaluating results by collecting more data and repeating the process as necessary
47
Steps in Action research process
- Data gathering - data analysis / feedback - action planning - action implementation - evaluation and follow-up
48
Individual OD interventions (5)
- sensitivity training - management training - role negotiation - job redesign - career planning
49
Team OD interventions (3)
- team building - process consultation - inter-group team building
50
Oganization-wide OD interventions (4)
- survey feedback - confrontation meeting - structural redesign - management by objectives

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