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136 Cards in this Set
- Front
- Back
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the successful implementation of creative ideas in organizations
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Organizational innovation
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a cycle that begins with the birth of a new technology and ends when that technology reaches its limits and is replaced by a newer, substantially better technology
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Technology cycle
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a pattern of technological innovation characterized by slow initial progress, then rapid progress, and then slow progress again as a technology matures and reaches its limits
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S–curve pattern of innovation
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patterns of innovation over time that can create sustainable competitive advantage
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Innovation streams
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the phase of an innovation stream in which a scientific advance or unique combination of existing technologies creates a significant breakthrough in performance or function
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Technological discontinuity
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the phase of a technology cycle characterized by technological substitution and design competition
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Discontinuous change
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the purchase of new technologies to replace older ones
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Technological substitution
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competition between old and new technologies to establish a new technological standard or dominant design
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Design competition
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a new technological design or process that becomes the accepted market standard
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Dominant design
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the inability of a company to competitively sell its products because it relies on old technology or a nondominant design
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Technological lockout
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the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design
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Incremental change
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workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged
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Creative work environments
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a psychological state of effortlessness, in which you become completely absorbed in what you’re doing and time seems to pass quickly
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Flow
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an approach to innovation that assumes a highly uncertain environment and uses intuition, flexible options, and hands–on experience to reduce uncertainty and accelerate learning and understanding
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Experiential approach to innovation
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a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype
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Design iteration
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a full–scale, working model that is being tested for design, function, and reliability
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Product prototype
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the systematic comparison of different product designs or design iterations
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Testing
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formal project review points used to assess progress and performance
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Milestones
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work teams composed of people from different departments
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Multifunctional teams
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an approach to innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation
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Compression approach to innovation
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change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology
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Generational change
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a large decrease in organizational performance that occurs when companies don’t anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival
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Organizational decline
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forces that produce differences in the form, quality, or condition of an organization over time
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Change forces
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forces that support the existing conditions in organizations
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Resistance forces
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getting the people affected by change to believe that change is needed
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Unfreezing
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the process used to get workers and managers to change their behaviors and work practices
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Change intervention
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supporting and reinforcing new changes so that they stick
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Refreezing
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the use of formal power and authority to force others to change
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Coercion
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change created quickly by focusing on the measurement and improvement of results
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Results–driven change
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a three–day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems
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General Electric workout
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a philosophy and collection of planned change interventions designed to improve an organization’s long–term health and performance
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Organizational development
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the person formally in charge of guiding a change effort
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Change agent
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a small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes
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Work team
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training team members to do all or most of the jobs performed by the other team members
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Cross–training
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behavior in which team members withhold their efforts and fail to perform their share of the work
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Social loafing
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a group composed of two or more people who work together to achieve a shared goal
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Traditional work group
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team that provides advice or makes suggestions to management concerning specific issues
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Employee involvement team
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a group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service
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Semi–autonomous work group
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a team that manages and controls all of the major tasks of producing a product or service
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Self–managing team
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a team that has the characteristics of self–managing teams but also controls team design, work tasks, and team membership
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Self–designing team
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a team composed of employees from different functional areas of the organization
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Cross–functional team
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a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task
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Virtual team
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a team created to complete specific, one–time projects or tasks within a limited time
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Project team
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informally agreed–on standards that regulate team behavior
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Norms
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the extent to which team members are attracted to a team and motivated to remain in it
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Cohesiveness
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the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms
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Forming
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the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it
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Storming
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the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop
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Norming
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the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
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Performing
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a reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change
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De–norming
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a reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare
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De–storming
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a reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders
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De–forming
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the ability to change organizational structures, policies, and practices in order to meet stretch goals
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Structural accommodation
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the ability to make changes without first getting approval from managers or other parts of an organization
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Bureaucratic immunity
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the degree to which a person believes that people should be self–sufficient and that loyalty to one’s self is more important than loyalty to team or company
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Individualism–collectivism
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the average level of ability, experience, personality, or any other factor on a team
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Team level
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the variances or differences in ability, experience, personality, or any other factor on a team
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Team diversity
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skills, such as listening, communicating, questioning, and providing feedback, that enable people to have effective working relationships with others
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Interpersonal skills
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compensation system that pays employees for learning additional skills or knowledge
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Skill–based pay
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a compensation system in which companies share the financial value of performance gains, such as increased productivity, cost savings, or quality, with their workers
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Gainsharing
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managing the daily production of goods and services
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Operations management
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a measure of performance that indicates how many inputs it takes to produce or create an output
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Productivity
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a measure of performance that indicates how much of a particular kind of input it takes to produce an output
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Partial productivity
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an overall measure of performance that indicates how much labor, capital, materials, and energy it takes to produce an output
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Multifactor productivity
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a product or service free of deficiencies, or the characteristics of a product or service that satisfy customer needs
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Quality
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a series of five international standards, from ISO 9000 to ISO 9004, for achieving consistency in quality management and quality assurance in companies throughout the world
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ISO 9000
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a series of international standards for managing, monitoring, and minimizing an organization’s harmful effects on the environment
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ISO 14000
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an integrated, principle–based, organization–wide strategy for improving product and service quality
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Total quality management (TQM)
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an organizational goal to concentrate on meeting customers’ needs at all levels of the organization
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Customer focus
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an organizational goal to provide products or services that meet or exceed customers’ expectations
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Customer satisfaction
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an organization’s ongoing commitment to constantly assess and improve the processes and procedures used to create products and services
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Continuous improvement
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a deviation in the form, condition, or appearance of a product from the quality standard for that product
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Variation
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collaboration between managers and nonmanagers, across business functions, and between companies, customers, and suppliers
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Teamwork
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the quality of treatment employees receive from management and other divisions of a company
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Internal service quality
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restoring customer satisfaction to strongly dissatisfied customers
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Service recovery
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a manufacturing operation that does not start processing or assembling products until a customer order is received
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Make–to–order operation
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a manufacturing operation that divides manufacturing processes into separate parts or modules that are combined to create semicustomized products
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Assemble–to–order operation
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a manufacturing operation that orders parts and assembles standardized products before receiving customer orders
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Make–to–stock operation
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the degree to which manufacturing operations can easily and quickly change the number, kind, and characteristics of products they produce
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Manufacturing flexibility
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a manufacturing operation that produces goods at a continuous, rather than a discrete, rate
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Continuous–flow production
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manufacturing processes that are preestablished, occur in a serial or linear manner, and are dedicated to making one type of product
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Line–flow production
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a manufacturing operation that produces goods in large batches in standard lot sizes
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Batch production
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manufacturing operations that handle custom orders or small batch jobs
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Job shops
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the amount and number of raw materials, parts, and finished products that a company has in its possession
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Inventory
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the basic inputs in a manufacturing process
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Raw material inventories
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the basic parts used in manufacturing that are fabricated from raw materials
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Component parts inventories
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partially finished goods consisting of assembled component parts
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Work–in–process inventories
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the final outputs of manufacturing operations
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Finished goods inventories
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average overall inventory during a particular time period
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Average aggregate inventory
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the point when a company runs out of finished product
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Stockout
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the number of times per year that a company sells, or “turns over,” its average inventory
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Inventory turnover
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the costs associated with ordering inventory, including the cost of data entry, phone calls, obtaining bids, correcting mistakes, and determining when and how much inventory to order
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Ordering cost
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the costs of downtime and lost efficiency that occur when a machine is changed or adjusted to produce a different kind of inventory
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Setup cost
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the cost of keeping inventory until it is used or sold, including storage, insurance, taxes, obsolescence, and opportunity costs
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Holding cost
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the cost incurred when a company runs out of a product, including transaction costs to replace inventory and the loss of customers’ goodwill
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Stockout cost
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a system of formulas that minimizes ordering and holding costs and helps determine how much and how often inventory should be ordered
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Economic order quantity (EOQ)
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an inventory system in which component parts arrive from suppliers just as they are needed at each stage of production
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Just–in–time (JIT) inventory system
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a ticket–based JIT system that indicates when to reorder inventory
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Kanban
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a production and inventory system that determines the production schedule, production batch sizes, and inventory needed to complete final products
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Materials requirement planning (MRP)
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an inventory system in which the level of one kind of inventory does not depend on another
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Independent demand system
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an inventory system in which the level of inventory depends on the number of finished units to be produced
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Dependent demand system
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the way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual to another
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individual differences
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the psychological approach to understanding human behavior that involves knowing something about the person and about the situation
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interactional psychology
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a relatively stable set of characteristics that influence an individual's behavior
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personality
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a personality theory that advocates breaking down behavior patterns into a series of observable traits in order to understand human behavior
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trait theory
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the broad theory that describes personality as a composite of an individual's psychological process
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integrative approach
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a situation that overwhelms the effects of individual personalities by providing strong cues for appropriate behavior
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strong situation
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an individual's generalized belief about internal control (self–control) versus external control (control by the situation or by others)
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locus of control
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an individual's general belief that he or she is capable of meeting job demands in a wide variety of situations
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general self–efficacy
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an individual's general feeling of self–worth
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self–esteem
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the extent to which people base their behavior on cues from other people and situations
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self–monitoring
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an individual's tendency to accentuate the positive aspects of herself or himself, other people, and the world in general
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positive affect
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an individual's tendency to accentuate the negative aspects of himself or herself, other people, and the world in general
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negative affect
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a personality test that elicits an individual's response to abstract stimuli
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projective test
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personality assessments that involve observing an individual's behavior in a controlled situation
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behavioral measures
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a common personality assessment that involves an individual's responses to a series of questions
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self–report questionnaire
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an instrument developed to measure Carl Jung's theory of individual differences
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myers–briggs type indicator (MBTI) instrument
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being energized by interaction with other people
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extraversion
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being energized by spending time alone
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introversion
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gathering information through the five senses and focusing on what actually exists
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sensing
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gathering information through a sixth sense and focusing on what could be
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intuition
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making decision in a logical, objective fashion
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thinking
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making decision in a personal, value–oriented way
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feeling
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preferring closure and completion in making decisions
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judging
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preferring to explore many alternatives with flexibility and spontaneity
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perceiving
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the process of interpreting information about another person
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social perception
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the assumption that an individual's behavior is accounted for by the situation
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discounting principle
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the tendency to select information that supports our individual viewpoints while discounting information that threatens our viewpoints
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selective perception
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a generalization about a group of people
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sterotype
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forming lasting opinion about an individual based on initial perceptions
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first–impression error
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overestimating the number of people who share our own beliefs, values, and behaviors
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projection
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allowing expectations about people to affect our interaction with them in such a way that those expectations are fulfilled
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self–fulfilling prophecy
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the process by which individuals try to control the impressions others have of them
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impression management
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a theory that explains how individuals pinpoint the causes of their own and others behavior
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attribution theory
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the tendency to make attributions to internal causes when focusing on someone else's behavior
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fundamental attribution error
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the tendency to attribute one's own successes to internal causes and one's failures to external causes
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self–serving bias
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