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Innovation > Lecture 4: Building Innovative Organizations > Flashcards

Lecture 4: Building Innovative Organizations Flashcards

1
Q

What are some features of structure?

A
  • Organization design that enables creativity

- balance between organic and mechanistic options

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2
Q

What are some features of key individuals?

A
  • promoters, champions, gatekeepers
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3
Q

What are some features of effective team working?

A
  • appropriate use of teams to solve problems

- investment in team selection

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4
Q

What are some features of high- involvement innovation?

A

Participation a in continuous improvements

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5
Q

What are some key features of a Creative Climate?

A

Positive approach to creative ideas supported by relevant motivation systems

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6
Q

What are some key features of external focus?

A

Internal and external customer orientation

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7
Q

What were the 6 factors that the review of 27 empirical studies of innovation and leadership found leaders should focus on?

A

1) establish an innovation policy and communicate to employees that innovative behaviour is rewarded
2) heterogeneity of teams but also diversity
3) promote emotional safety, respect and joy
4) give individuals and teams autonomy
5) time limits for idea creation should be set
6) engage closely in evaluation of innovative activities

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8
Q

Three key components of Organization structure:

A

Vertical:

  • formal reporting relationships
  • grouping of individuals

Horizontal:

  • design of systems
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9
Q

What are key features of shared vision and leadership?

A
  • clearly articulated purpose
  • strategic intent
  • top management commitment
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10
Q

Discuss the Information-Processing Perspective:

A
  • provide vertical and horizontal info flow
  • traditional vs learning organisations (traditional design emphasises vertical) (learning emphasiEs comms and collaboration)
  • centralised vs decentralised decision making
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11
Q

Discuss techniques for encouraging technological information:

A
  • switching structures
  • creative departments
  • venture teams
  • corporate entrepreneurship
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12
Q

Horizontal Organozaion is designed for ______

A

Learning

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13
Q

Vertical Organization is designed for ______

A

Efficiency

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14
Q

If vertical is dominant:

A
  • Specialized tasks
  • strict hierarchy
  • vertical communication
  • few teams, task forces
  • centralised decision making
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15
Q

If horizontal is dominant:

A
  • shared tasks, empowerment
  • relaxed hierarchy, few rules
  • horizontal comms, face 2 face
  • many teams, task force
  • decentralised decision making
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16
Q

Discuss Oracle as an example?

A
  • sales managers were cutting individual deals and setting compensation agreements
  • CEO focused on vertical control with everything dictated from the top and entered into a database
  • system circulates standard rules
  • projects suffered lengthy delays
17
Q

Discuss Horinzontal Information Linkages

A

The amount of communication. And coordinate activities across organizational departments:

  • info systems
  • direct contact
  • task forces
  • film time integrator
  • teams
18
Q

What are three key indicators of Organization design?

A
  • required work activities
  • reporting relationships
  • departmental grouping options
19
Q

What are strengths of a FUNCTIONAL STRUCTURE?

A
  • economies of scale
  • knowledge management
  • functional goals
  • good for one or a few products
20
Q

What are weaknesses of a FUNCTIONAL STRUCTURE?

A
  • slow response time
  • decisions pile on top
  • poor horizontal coordination
  • less innovation
  • restricted view of goals
21
Q

What are strengths of a DIVISIONAL STRUCTURE?

A
  • adaptability
  • customer satisfaction
  • high coordination
  • large organisations with several products
  • decentralised decision making
22
Q

What are weaknesses of a DIVISIONAL STRUCTURE?

A
  • eliminates economies of scale
  • leads to poor coordination
  • eliminates specialisation
  • integration and standardisation difficult
23
Q

Examples of companies with Divisional Structure:

A

Nestle
General Electric
Tata
Johnson and Johnson

24
Q

What has IKEA done?

A

Moved from centralised, functional to decentralised, divisional to a matrix of functional / project

25
Q

Discuss the MATRIx structure:

A
  • conditions:
    1) share resources across company
    2) two or more critical outputs required: products and knowledge
    3) environment is complex and uncertain
  • two variations:
    1) functional matrix
    2) product matrix
26
Q

What are strengths of a MATRIX STRUCTURE?

A
  • coordination
  • flexible share of HR
  • suited to complex decisions and unstable environments
  • promote functional and product skill development
  • best in medium sized Organization with multiple products
27
Q

What are weaknesses of a MATRIX STRUCTURE?

A
  • dual authority cause confusion
  • need good interpersonal skills and extensive training
  • time consuming
  • need common understanding
  • great effort
28
Q

What are strengths of a HORIZONTAL STRUCTURE?

A
  • promote flexibly and adaptability
  • focus on production and deliver of value
  • each employee has a broader view of goals
  • promotes teamwork
  • improves quality of life
29
Q

What are weaknesses of a HORIZONTAL STRUCTURE?

A
  • core processes difficult to determine
  • many changes
  • significant training required
30
Q

What are strengths of a VIRTUaL NETWORK STRUCTURE?

A
  • enables organisations to obtain talent and resources worldwide
  • gives company immediate scale
  • flexible and responsive
  • reduced admin
31
Q

What are weaknesses of a VIRTUaL NETWORK STRUCTURE?

A
  • no hands on control
  • relationship management
  • org failure risk
  • low loyalty
32
Q

What are the three national approaches to coordination and control?

A

1) centralised coordination: Japanese companies
2) Decentralized Approach: European Firms
3) Coordination and Control Through Formalization: the USA

33
Q

Discuss the Transnational Model of Organization:

A
  • adapted to globalisation
  • required in highly complex organizations
  • integrated network
    Assets and resources worldwide
    Structured ever changing
    Subsidiary managers initiate strategy and innovations
    Corporate culture is strong
34
Q

What is the SPOT framework?

A

Strategy
Process
Organization
Tools and technologies

Innovation (7 decks)

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