Chapter 11 Flashcards
ambidextrous approach
A characteristic of an organization that can behave in both an organic and a mechanistic way (p. 402)
change process
The way in which planned changes occur in an organization (p. 399)
creative departments
Organizational departments that initiate change, such as research and development, engineering, design, and systems analysis (p. 403)
creativity
The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399)
culture changes
Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397)
dual-core approach
An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411)
horizontal coordination model
A model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages (p. 407)
idea champions
Organizational members who provide the time and energy to make things happen; sometimes called advocates, intrapreneurs, and change agents (p. 404)
idea incubator
Safe harbour where ideas from employees throughout the organization can be developed without interference from bureaucracy or politics (p. 403)
incremental change
A series of continual progressions that maintains an organization’s general equilibrium and often affects only one organizational part (p. 394)
large group intervention
An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 415)
management champion
A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization (p. 405)
new-venture fund
A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404)
organization development
A behavioural science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415)
organizational change
The adoption of a new idea or behaviour by an organization (p. 398)
organizational innovation
The adoption of an idea or behaviour that is new to an organization’s industry, market, or general environment (p. 398)
product and service changes
Changes in an organization’s product or service outputs (p. 396)
radical change
A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394)
skunkworks
Separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business (p. 404)
strategy and structure changes
Changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, management information control systems, and accounting and budgeting (p. 396)
switching structures
An organization creates an organic structure when such a structure is needed for the initiation of new ideas (p. 403)
team building
Activities that promote the idea that people who work together can work together as a team (p. 416)
technical champion
A person who generates or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige; also called product champion (p. 405)
technology changes
Changes in an organization’s production process, including its knowledge and skills base, that enable distinctive competence (p. 397)
time-based competition
Delivering products and services faster than competitors, giving companies a competitive edge (p. 409)
venture teams
A technique to foster creativity within organizations in which a small team is set up as its own company to pursue innovations (p. 404)
