Management Chapter 15
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 takes 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 lewins unfreezing/moving/refreezing model by identifying the forces that prevent people from changing and those that will drive people to change
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 for their own design
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
refreezing
strengthening the new behaviors that support the change
performance gap
the differences 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
organization development
the systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizations effectiveness