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MGT 1000 > Chapter 6 - Innovation and Change > Flashcards

Chapter 6 - Innovation and Change Flashcards

1
Q

Patent

A

A patent provides its owner with the legal right to limit others’ use or sale of an invention in Canada, and in exchange, the inventor must disclose the details of the invention to the public.

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2
Q

Intrapreneurship

A

entrepreneurial ideas are created inside an existing company

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3
Q

Organizational innovation

A

the successful implementation of creative ideas in organizations

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4
Q

Creativity

A

the production of novel and useful ideas

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5
Q

organizational change

A

a difference in the form, quality, or condition of an organization over time.

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6
Q

technology cycle

A

a cycle that begins with the birth of a new technology and ends when that technology reaches its limits and is replaced by a newer, substantially better technology

Technology cycles occurred when air-conditioning supplanted fans, when Henry Ford’s Model T replaced horse-drawn carriages, and when airplanes replaced trains as a means of crossing Canada.

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7
Q

S-curve pattern of innovation

A

a pattern of technological innovation characterized by slow initial progress, then rapid progress, and then slow progress again as a technology matures and reaches its limits

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8
Q

technology cycle occurs whenever there are…

A

technology cycle occurs whenever there are major advances or changes in the knowledge, tools, and techniques of a field or discipline, whatever they may be.

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9
Q

innovation streams

A

patterns of innovation over time that can create sustainable competitive advantage

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10
Q

An innovation stream begins with a _____________________

A

An innovation stream begins with a technological discontinuity

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11
Q

technological discontinuity

A

a scientific advance or a unique combination of existing technologies creates a significant breakthrough in performance or function

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12
Q

discontinuous change

A

the phase of a technology cycle characterized by technological substitution and design competition

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13
Q

Technological substitution

A

the purchase of new technologies to replace older ones

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14
Q

Discontinuous change is also characterized by _______________

A

Discontinuous change is also characterized by design competition

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15
Q

design competition

A

competition between old and new technologies to establish a new technological standard or dominant design

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16
Q

Discontinuous change is followed by the emergence of a _______________

A

Discontinuous change is followed by the emergence of a dominant design

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17
Q

dominant design

A

a new technological design or process that becomes the accepted market standard

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18
Q

dominant design - information

A

Dominant designs emerge in several ways. The first is by achieving critical mass, meaning that a particular technology can become the dominant design simply because most people use it, for example, Blu-ray beating out HD-DVD. Critical mass will likely determine the dominant design for wireless device charging; where instead of plugging in your device to recharge you simply place it on top of a recharging station containing magnetic charging coils.

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19
Q

when companies bet on the wrong design or the old technology, they may experience ___________

A

when companies bet on the wrong design or the old technology, they may experience technological lockout

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20
Q

technological lockout

A

when a new dominant design (i.e., a significantly better technology) prevents a company from competitively selling its products or makes it difficult to do so

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21
Q

incremental change

A

the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design

For example, manufacturing efficiencies enable Intel to cut the cost of its chips by one-half to two-thirds during a technology cycle, while doubling or tripling their speed. This focus on improving the dominant design continues until the next technological discontinuity occurs.

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22
Q

creative work environments

A

workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged

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23
Q

creative work environments have six components that encourage creativity

A

challenging work, organizational

encouragement,

supervisory encouragement,

work group encouragement,

freedom, and

a lack of organizational impediments

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24
Q

Flow

A

a psychological state of effortlessness, in which you become completely absorbed in what you’re doing and time seems to pass quickly

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25
Q

A creative work environment requires three kinds of encouragement:

A

organizational, supervisory, and work group encouragement

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26
Q

Organizational encouragement of creativity occurs when…

A

Organizational encouragement of creativity occurs when management encourages risk taking and new ideas, supports and fairly evaluates new ideas, rewards and recognizes creativity, and encourages the sharing of new ideas throughout the company.

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27
Q

Supervisory encouragement of creativity occurs when…

A

Supervisory encouragement of creativity occurs when supervisors provide clear goals, encourage open interaction with subordinates, and actively support development teams’ work and ideas.

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28
Q

Work group encouragement occurs when…

A

Work group encouragement occurs when group members have diverse experience, education, and backgrounds and when the group fosters mutual openness to ideas; positive, constructive challenges to ideas; and shared commitment to ideas.

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29
Q

Freedom

A

having autonomy over one’s day-to-day work and a sense of ownership and control over one’s ideas

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30
Q

experiential approach to innovation

A

an approach to innovation that assumes a highly uncertain environment and uses intuition, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding

31
Q

The experiential approach to innovation has five aspects:

A

design iterations,

testing,

milestones,

multifunctional teams, and

powerful leaders.

32
Q

design iteration

A

a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype

33
Q

product prototype

A

a full-scale, working model that is being tested for design, function, and reliability

34
Q

Testing

A

the systematic comparison of different product designs or design iterations.

35
Q

Milestones

A

formal project review points used to assess progress and performance

For example, a company that has put itself on a 12-month schedule to complete a project might schedule milestones at the three-, six-, and nine-month points on the schedule. By making people regularly assess what they’re doing, how well they’re performing, and whether they need to take corrective action, milestones provide structure to the general chaos that follows technological discontinuities.

36
Q

Multifunctional teams

A

work teams composed of people from different departments

Multifunctional teams accelerate learning and understanding by mixing and integrating technical, marketing, and manufacturing activities. By involving all key departments in development from the start, multifunctional teams speed innovation through early identification of new ideas or problems that would typically not have been generated or addressed until much later.

37
Q

Powerful leaders

A

are typically more experienced, have high status in the company, and are held directly responsible for the product’s success or failure.

On average, powerful leaders can get innovation-related projects done nine months faster than leaders with little power or influence.

Tesla, the electric car manufacturer, has had its share of ups and downs as it has led the way in electric automobile innovation. In the past two years, the firm has seen some remarkable milestones: It’s now sold tens of thousands of cars, employs nearly 6,000 people around the world, and has plans to double the world’s supply of lithium-ion batteries. The company hasn’t always looked this good, however. It nearly collapsed during the 2008 financial crisis and had to settle with one of its cofounders. A negative review from The New York Times prompted CEO Elon Musk to take to social media and appear on TV to defend the firm. Powerful leadership like this can’t be bought.

38
Q

The experiential approach is used to manage innovation in highly _________ environments during periods of _____________

A

The experiential approach is used to manage innovation in highly uncertain environments during periods of discontinuous change

39
Q

the compression approach is used to manage innovation in more ______ environments during periods of _______________

A

the compression approach is used to manage innovation in more certain environments during periods of incremental change

40
Q

Compression approach and experimental approach - info

A

The goals of the experiential approach are significant improvements in performance and the establishment of a new dominant design; the goals of the compression approach are lower costs and incremental improvements in the performance and function of the existing dominant design

41
Q

compression approach to innovation

A

an approach to innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation

42
Q

The compression approach to innovation has five aspects:

A

planning for incremental innovation,

involving suppliers,

shortening the time of individual steps,

using overlapping steps, and

creating multifunctional teams

43
Q

generational change

A

change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology

44
Q

involving suppliers

A

Delegating some of the preplanned steps in the innovation process to outside suppliers reduces the amount of work that internal development teams must do. Plus, suppliers provide an alternative source of ideas and expertise that can lead to better designs.

45
Q

Using overlapping step

A

hortens the development process by reducing delays and waiting times between steps.

For example, Lions Gate Entertainment used overlapping steps to reduce the time it took to make the entire series of the Hunger Games films. In order to capitalize on the record-breaking revenues at the box office of the first movie, Lions Gate used new directors, script writers, and production teams for each of the movies in the Hunger Games series so that it could begin shooting the next film while the previous one was in post-production and the one prior to that was in the theatres.

46
Q

Organizational decline

A

a large decrease in organizational performance that occurs when companies don’t anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival

47
Q

five stages of organizational decline:

A

blinded, inaction, faulty action, crisis, and dissolution

48
Q

In the blinded stage

five stages of organizational decline

A

decline begins because key managers fail to recognize the internal or external changes that will harm their organization

49
Q

In the inaction stage

five stages of organizational decline

A

as organizational performance problems become more visible, management may recognize the need to change but still take no action.

50
Q

In the faulty action stage,

five stages of organizational decline

A

faced with rising costs and decreasing profits and market share, management announces “belt tightening” plans designed to cut costs, increase efficiency, and restore profits.

In other words, rather than recognizing the need for fundamental changes, managers assume that if they just run it more strictly, company performance will return to previous levels.

51
Q

In the crisis stage

five stages of organizational decline

A

bankruptcy (such as at GM) or dissolution (i.e., breaking up the company and selling its parts) is likely to occur unless the company completely reorganizes the way it does business

At this point, however, companies typically lack the resources to fully change how they run themselves. Cutbacks and layoffs will have reduced the level of talent among employees. Furthermore, talented managers who were savvy enough to see the crisis coming will have found jobs with other companies, often with competitors.

52
Q

In the dissolution stage

five stages of organizational decline

A

after failing to make the changes needed to sustain the organization, the company is dissolved through bankruptcy proceedings or by selling assets in order to pay suppliers, banks, and creditors

At this point, a new CEO may be brought in to oversee the closing of stores, offices, and manufacturing facilities, the final layoffs of managers and employees, and the sale of assets

53
Q

Change forces

A

forces that produce differences in the form, quality, or condition of an organization over time

54
Q

resistance forces

A

forces that support the existing state of conditions in organizations

Change is difficult under any circumstances. In a study of heart bypass patients, doctors told participants straightforwardly to change their eating and health habits or they would die. Unbelievably, a full 90 percent of participants did not change their habits at all

55
Q

Resistance to change

A

opposition to change resulting from self-interest, misunderstanding and distrust, a low tolerance for change, and time and cost factors

56
Q

According to Kurt Lewin, managing organizational change is a basic process of

A

unfreezing, change intervention, and refreezing

57
Q

Unfreezing

A

getting the people affected by change to believe that change is needed

58
Q

change intervention

A

the process used to get workers and managers to change their behaviour and work practices

59
Q

Refreezing

A

supporting and reinforcing new changes so that they stick

60
Q

The following methods can be used to manage resistance to change:

A

education and communication, participation, negotiation, top management support, and coercion.

61
Q

coercion

A

using formal power and authority to force others to change

ecause of the intense negative reactions it can create (e.g., fear, stress, resentment, sabotage of company products), coercion should be used only during a crisis or when all other attempts to reduce resistance to change have failed.

62
Q

Managers make the first two errors during the unfreezing phase.

A

The first error is not establishing a great enough sense of urgency.

The second mistake that occurs in the unfreezing phase is not creating a powerful enough coalition.

63
Q

Errors Managers Make When Leading Change

A
  1. Not establishing a great enough sense of urgency
  2. Not creating a powerful enough guiding coalition
  3. Change
  4. Lacking a vision
  5. Undercommunicating the vision by a factor of ten
  6. Not removing obstacles to the new vision
  7. Not systematically planning for and creating short-term wins
  8. Declaring victory too soon
  9. Not anchoring changes in the corporation’s culture
64
Q

__________, __________, and __________ are three change tools and techniques that can be used to address these issues.

A

Results-driven change, the General Electric Workout, and organizational development (OD) are three change tools and techniques that can be used to address these issues.

65
Q

Results-driven change

A

change created quickly by focusing on the measurement and improvement of results

66
Q

How to Create a Results-Driven Change Program

A
  1. Set measurable, short-term goals to improve performance.
  2. Make sure your action steps are likely to improve measured performance.
  3. Stress the importance of immediate improvements.
  4. Solicit help from consultants and staffers to achieve quick improvements in performance.
  5. Test action steps to see if they actually yield improvements. If they don’t, discard them and establish new ones.
  6. Use resources that you have or can easily acquire. It doesn’t take much.
67
Q

General Electric Workout

A

a three-day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems

68
Q

General Electric Workout - information

A

On the first morning, the boss discusses the agenda and targets specific business problems that the group will solve. The boss then leaves, and an outside facilitator breaks the group (typically 30 to 40 people) into five or six teams and helps them spend the next day and a half discussing and debating solutions. On day three, in what GE calls a “town meeting,” the teams present specific solutions to their boss, who has been gone since day one. As each team’s spokesperson makes specific suggestions, the boss has only three options: agree on the spot, say no, or ask for more information so that a decision can be made by a specific, agreed-on date.

69
Q

Organizational development

A

a philosophy and collection of planned change interventions designed to improve an organization’s long-term health and performance

70
Q

change agent

A

the person formally in charge of guiding a change effort

This person can be someone from the company or a professional consultant.

The change agent clarifies the problem, gathers information, works with decision makers to create and implement an action plan, helps evaluate the plan’s effectiveness, implements the plan throughout the company, and then leaves (if from outside the company) after making sure the change intervention will continue to work

71
Q

Small group interventions

A

focus on assessing how a group functions and helping it work more effectively to accomplish its goals.

72
Q

Person-focused interventions

A

are intended to increase interpersonal effectiveness by helping people become aware of their attitudes and behaviours and acquire new skills and knowledge.

73
Q

large system interventions

A

to change the character and performance of an organization, business unit, or department.

MGT 1000 (5 decks)

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