Management Chapter 15

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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


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