change and innovation
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| organizational change | the adoption of a new idea or behavior by an organization | ||||
| forces of change | external and internal environment EX- customers, competitors, technology, economy, globalization, international events IN-internal activities and decisions strategic planning production inefficiencies | ||||
| organizational change | the adoption of a new idea or behavior by an organization (changing things- products, process vs people-people organizational culture) | ||||
| product change | change in organizations product or service outputs, primary way organizations adapt to changes in the markets technology and competition | ||||
| technology change | change in organizations production process | ||||
| people change | a change in the attitudes and behaviors of a few people in the organization | ||||
| culture change | a major shirt in the norms, values, attitudes, and mind-set of the entire organization | ||||
| approaches | seek efficiencies- cut costs improve producvitivy reinvent, create, innovate- fundamentally rethink business and production | ||||
| what do succesfull environemnts do? | adapt to new situations, continually innovate, profitable and admirable | ||||
| organizing for innovation | loosely structured; curious and playful environment; overlap in work; grassroot projects; open space; socialize employees | ||||
| organizational behavior | human behavior in organizational contexts (individuals groups and whole organizations) | ||||
| Organizational development | the application of behavioral science techniques to improve an organizations health and effectiveness through its ability to cope with environmental changes improve internal relationships and increase learning and problem colving capabilities | ||||
| types of organizational development | training and development team building data collection/ surveys large group intervention | ||||
| resistance to change | self-interest, lack of understanding and trust, uncertantit, different assessments and goals | ||||
| principles to live by | resistance to change is natural, loss aversion, status quo bias | ||||
| force field analysis | managers should identify and analyze forces that drive for change and forces that resist change | ||||
| kurt lewin | change is the result of the competition between driving forces( motivation to change) and restraining forces (carriers to change) | ||||
| implementation | communicate and edcation, involve employees, negotiate, coercion, seek top management support | ||||
| changing | the intervention stage of organization development in which individuals experiment with new workplace bhavior | ||||
| performance gap | a disparity between existing and desired performance levels |
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Created by:
kolby19
on 2011-11-08