Management Ch 15
6 Approaches for Encouraging Cooperation
1) Education and Communication 2) Participation and Involvement 3) Facilitation and Support 4) Negotiation and Rewards 5) Manipulation and Cooptation 6) Explicit and Implicit Coercion
2 Fundamental Types of Innovation
1) Process Innovations 2) Product or Service Innovations
4 Great Management Practices
1) Strategy 2) Execution 3) Culture 4) Structure
Development Project
a focused organizational effort to create a new product or process via technological advances
Disruptive Innovation
a process by which a product, service, or business model take root initially in simple applications at the bottom of a market and then moves "up market," eventually displacing established competitors
Force-field analysis
an approach to implementing Lewin's unfreezing/moving/refreezing model by involving identifying the forces that prevent people from changing and those that will drive people toward change
Proactive Change
anticipating and preparing for an uncertain future
Base Technologies
are commonplace in the industry; everyone must have them
Emerging Technologies
are still under development but may significantly alter the rules of competition in the future
Product or Service Innovations
changes in the actual outputs produced
Process Innovations
changes that affect the way outputs are produced
Adapters
companies that take the current industry structure and its evolution as givens, and choose where to compete
Shapers
companies that try to change the structure of their industries, creating a future competitive landscape of their own design
Key Technologies
have proved effective but offer a strategic advantage because not everyone uses them
Pacing Technologies
have yet to prove their full value but have the potential to provide a significant advantage that alters the rules of competition
Exploiting
improving production speed or product quality
Moving
instituting the change
Technology Audit
process of clarifying the key technologies on which an organization depends
Unfreezing
realizing that current practices are inappropriate and that new behavior is necessary
Reactive Change
responding to pressure after a problem has arisen
Exploring
seeking to develop new goods or services
Refreezing
strengthening the new behaviors that support the change
Differentiation
the advantage comes from offering a unique good or service for which customers are willing to pay a premium price
Low Cost
the company has an advantage from maintaining a lower cost than its competitors
Performance Gap
the difference between actual performance and desired performance
Make-or-buy decision
the question an organization asks itself about whether to acquire new technology from an outside source or develop it itself
Organizational Development
the systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness