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

Shermerhorn Chapter 9 - Innovation and Organizational Change Flashcards

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

A

initiatives come from all parts of organization

22
Q

How Is bottom-up change possible? (3)

A

employee

  • empowerment
  • involvement
  • participation
23
Q

Integrated change leadership

A

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

24
Q

Advantages of top-down change approach

A
  • breaks up traditional patterns

- implements difficult economic adjustments

25
Q

Advantages of bottom-up change approach

A
  • builds capability for sustainable change

- builds capability for organizational learning

26
Q

Unplanned Change

A

response to unanticipated events

27
Q

Planned change

A

aligning organization with anticipated future challenges

proactive leaders

28
Q

Transformational change creates:

A

decreases in major redirection

29
Q

Incremental change leads to

A

adjusting existing systems and practices

30
Q

How to lead transformational change (7)

A
  • 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
Q

External forces for change (7)

A
  • globalization
  • market competition
  • local economic conditions
  • laws and regulations
  • technological developments
  • market trends
  • social forces and values
32
Q

Internal forces for change

A

Arise when change in one part of the system creates the need for change in another part of the system

33
Q

5 organizational targets for change

A
  • tasks
  • people
  • culture
  • technology
  • structure
34
Q

Phases of Planned change (3)

A
  • unfreezing
  • changing
  • refreezing
35
Q

Unfreezing phase of planned change

A

phase in which a situation is prepared for change and felt needs for change are developed

36
Q

Changing phase of planned change

A

the phase in which sometime new takes place in the system, change is implemented

37
Q

Refreezing phase of planned change

A

stabilizing the change and creating the conditions for long-term continuity

38
Q

Force-coercion strategy of change (5)

A
  • 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
Q

Rational Persuasion Strategy of Change (5)

A
  • 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
Q

Shared Power strategy of Change

A
  • 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
Q

Reasons for resisting change (8)

A
  • fear of unknown
  • disrupted habits
  • loss of confidence
  • loss of control
  • poor timing
  • work overload
  • loss of face
  • lack of purpose
42
Q

how to deal with resistance to change: (4)

A
  • 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
Q

Organization Development: (OD)

A

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
Q

OD goals

A
  • Outcome goals: task accomplishments
  • Process goals: the way people work together
  • seeks to develop organization members’ capacity for self-renewal
45
Q

the OD process:

A
  • establish working relationship
  • diagnosis (unfreezing)
  • intervention (changing)
  • evaluation (refreezing)
  • achieve a terminal relationship
46
Q

Action Research

A

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
Q

Steps in Action research process

A
  • Data gathering
  • data analysis / feedback
  • action planning
  • action implementation
  • evaluation and follow-up
48
Q

Individual OD interventions (5)

A
  • sensitivity training
  • management training
  • role negotiation
  • job redesign
  • career planning
49
Q

Team OD interventions (3)

A
  • team building
  • process consultation
  • inter-group team building
50
Q

Oganization-wide OD interventions (4)

A
  • survey feedback
  • confrontation meeting
  • structural redesign
  • management by objectives

IND300 (4 decks)

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