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OBC1
Innovation
| Question | Answer |
|---|---|
| Early warning signs of decline | Excess personnel, tolerance of incompetence, cumbersome administrative procedures |
| Early warning signs of decline | misappropriate staff power, replacement of substance with form, no clear goals |
| Early warning signs of decline | fear of embarrassment and conflict, loss of effective communication, outdated organizational structure, increased scapegoat by leaders |
| Early warning signs of decline | Resistance to change, low morale, special interest groups are more vocal, decreased innovation |
| Organizational narcissism | Tendency to deny facts, use self aggrandizement and feel entitled |
| innovation | Creation of something that is used by customers |
| Seeds of innovation | starting POINT OF ORGANIZATIONAL INNOVATION |
| Challenges of innovation | Find an idea, develop a solution, sponsorship and funding, reproduction, reach your potential customer, beat your competitors, timing, keep the lights on |
| executive | Process of discussing how's and what's, questioning following through and ensuring accountability |
| 4 characteristics common to all organizations | Coordination of effort,a common goal, division of labor, hierarchy of authority |
| Learning organization | One that provocatively creates, acquires, and transfers knowledge and changes its behavior on the basis of new knowledge and insights |
| 7 ways organizations are structured | functional structures, divisional structures, matrix structures, horizontally, hollow, modular, virtual |
| functional structures | work is divided according to function |
| divisional structures | work is divided according to product or customer type or location |
| matrix structures | dual reporting structures based on product and function |
| horizontal structures | cross functional teams responsible for entire processes |
| hollow structures | outsourcing functions |
| modular organizations | outsource the production of a products components |
| virtual organization | temporarily combine the efforts of members of different companies in order to complete a project |
| 4 generic organizational effectiveness criteria | goal accomplishment, resource acquisition, internal processes, strategic constituencies |
| Lewin's 3 stages of change | unfreezing, changing, and refreezing |
| unfreezing | Creating the motivation to change. individuals are encouraged to replace old behaviors and attitudes with those desired by management |
| benchmarking | the overall process by which a company compares it performance w/ that of other companies, then learns how the strongest-performing companies achieve their results |
| changing | change ha taken place to improve some process |
| refreezing | supporting and reinforcing change. and that change no matter how big or small has a cascading effect thru the company |
| mission statement | the reason an organization exists |
| invention | the creation of new products or processes thru the development of new knowledge or from new combinations of existing knowledge |
| innovation | the initial commercialization of invention by producing and selling a new product, service, or process |
| incremental innovation | simple changes or adjustments in existing products or processes |
| Kaizen | continuous improvement - the process of relentlessly trying to find ways to improve and enhance a company's products and processes from design thru assembly, sales, and service |
| six sigma | a continuous improvement program that takes a very rigorous & analytical to quality & continuous improvement with an objective to improve profits thru defect reduction, yield improvement, improved customer satisfaction |
| breakthrough innovation | an innovation in a product, process, technology, or the cost associated with it that represents a quantum leap forward in one or more of these ways |
| disruptive innovation | a term to characterize breakthrough innovation that shakes up or revolutionaries the industry |
| entrepreneurship | the process of bringing together creative & innovative ideas and actions w/ the management & organizational skills necessary to mobilize the appropriate people, money, and operating resources to meet identifiable need & create wealth in the process. |
| innovation | a grand strategy that seeks to reap the premium margins associated with creation and customer acceptance of a new product or service |
| horizontal integration | a grand strategy based on growth thru the acquisition of similar firms operating at the same stage of the production marketing chain |
| external forces for change | originate outside the organization |
| internal forces for change | originate inside the organization |
| types of change | adaptive, innovative, and radically innovate |
| adaptive change | reintroducing a familiar practice |
| innovative change | introducing a practice new to the organization |
| radically innovative change | introducing a practice new to the industry |
| job design | changing the content or process of a specific job to increase job satisfaction and performance |
| scientific management | using research and experimentation to find the most efficient way to perform a job |
| job enlargement | putting more variety into a job |
| job rotation | moving employees from one specialized job to another |
| job enrichment | building achievement, recognition, stimulating work, responsibility, and advancement into a job |
| core job dimensions | job characteristics found to various degrees in all jobs |
| feedback | the extent to which an individual receives direct and clear information about how effectively he or she is performing the job |
| feedback | objective information about performance |
| 360 degree feedback | comparison of anonymous feedback from ones superior, subordinates, and peers with self perceptions |
| extrinsic rewards | financial , material , or social rewards from the environment |
| intrinsic rewards | self-granted, psychic rewards |
| pay for performance | monetary incentives tied to ones results or accomplishments |
Created by:
nashanta
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