Busy. Please wait.

show password
Forgot Password?

Don't have an account?  Sign up 

Username is available taken
show password


Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account.
We do not share your email address with others. It is only used to allow you to reset your password. For details read our Privacy Policy and Terms of Service.

Already a StudyStack user? Log In

Reset Password
Enter the associated with your account, and we'll email you a link to reset your password.
Don't know
remaining cards
To flip the current card, click it or press the Spacebar key.  To move the current card to one of the three colored boxes, click on the box.  You may also press the UP ARROW key to move the card to the "Know" box, the DOWN ARROW key to move the card to the "Don't know" box, or the RIGHT ARROW key to move the card to the Remaining box.  You may also click on the card displayed in any of the three boxes to bring that card back to the center.

Pass complete!

"Know" box contains:
Time elapsed:
restart all cards
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how

Ch.14 Bateman

Management -Ch. 14 Innovation and Changing

Creativity Production of new and useful ideas
Innovation Implementation of new and useful ideas
Elements of Innovation accept failure, allow the new, shared values, set “challenging” goals, loosen controls, reward creativity
Internal development developing new technology within the company, this keeps technology exclusive to the organization
Purchase technology Already available in products or processes that can be purchased. But it will not offer competitive advantage
Contracted development acquiring technology from experts for a short period of time
Staffing ???
Exploiting existing capabilities improving production speed or product quality, reengineering, suggestions, etc
Exploring new knowledge seeking to develop new goods or services
Change Period of instability between two periods of stability. It is driven by pace and depth
External causes things that happen outside the company that makes them respond to it, and be affected to them
Internal causes things that happen inside the company for change
Slight change overtime Incremental, evolutionary and low risk
Continuity doesn’t alter business model, it just makes business more efficient
Dramatic instantaneous change Quantum, revolutionary and high risk
Discontinuity doing something totally different, it changes the business model completely
Reactive change reaction to something that happens unintentional, forced to. Change in the conditions you are given
Proactive change intentional, doing or trying something different because you want to
False myth people are naturally resistant to change
True myth people naturally resist to imposed change
Lewis Model for change Unfreezing, moving, refreezing
Unfreezing realizing that current practices are inappropriate and that new behavior must be enacted. Create a willingness to abandon the old and embrace the new, motivational stage
Moving Instituting the change. Acquisition of knowledge, training stage
Refreezing strengthening the new behaviors that support the change. Normalization stage, making the new- the norm
Inertia forces that work and protect the work in status quo
Culture most significant component of inertia
Perceived risk depending on the risk people see on the new, they will be willing to change sooner
Episodic Change seen like in an episode
Turbulence continuous change
Organizational development System-wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness
Created by: pitufran