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36 Cards in this Set
- Front
- Back
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Organizational Change |
The adoption of a new idea or behaviour by an organization |
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Model often used for implementing change |
Lewin's Model of Change |
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Three steps to Lewin's Model of Change |
Unfreezing
Moving
Refreezing |
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During the unfreezing stage (5)... |
Identify need
Find idea that fits the need
Obtain support from mgmt
Design change plan
Design plan to overcome resistance |
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During the moving stage (4)... |
Create change teams
Foster idea champions
Implement steps of change
Overcome resistance |
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During refreezing stage... |
Institutionalize change (ex. change reward systems) |
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Sources of Resistance to change |
Self-interest and fear of losses
Focus on costs, not benefits
Misunderstandings, lack of trust
Uncertainty avoidance |
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Ways for organizations to overcome resistance (6) |
Education & communication
Participation & Involvement
Alignment with needs & goals of users
Facilitation & support
Negotiation & agreement
Manipulation & coercion |
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Incremental change |
A series of continual progressions that maintain the organization's general equilibrium and often affect only one organizational part |
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Radical change |
Breaks the frame of reference for the organization |
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Four types of change |
Technology (ex. changing production process)
Strategy & Structure (ex. changing supervision & mgmt)
Products & Services (ex. changing outputs)
Culture (ex. changing culture) |
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What types of processes can facilitate technology change? |
Mechanistic & Organic (Ambidexterity) |
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Ambidexterity |
During innovation stage, organic processes work best
During integration phase, mechanistic processes are best |
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Techniques used to encourage technological change (4) |
Switching structures
Creative departments
Venture teams
Corporate entrepreneurship (intrapreneurship) |
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During strategy & structure change (radical) what is the top managers' responsibility? |
Administrative change |
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Top-down changes |
Administrative structure
Utilizing administrative core
Example: strategy downsizing structure
Best suited for mechanistic design |
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Bottom-Up changes |
Technology structure
Utilizing technical core
Example: Production Techniques Workflow
Best suited for organic design |
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Products & Services Change |
The adoption of an idea or behaviour that is new to an organization's industry, market, or general environment
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Phases of new products & services |
Design
Commercialization
Market |
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Success probabilities for new products & services |
Technical completion: 57%
Commercialization: 31%
Market Success: 12% |
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Three Stages of Innovation |
Learning
Organizing
Building |
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Faces of Learning Stage of Innovation |
Anthropologist Experimenter Cross-Pollinator |
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Anthropologist |
looks at human interactions |
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Experimenter |
prototypes new ideas |
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Cross-pollinator |
explores other industries and cultures |
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Faces of Organizing Stage of Innovation |
Hurdler
Collaborator
Director |
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Hurdler |
develops ways to deal with roadblocks |
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Collaborator |
Brings together an eclectic group |
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Director |
sparks creative talents |
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Faces of Building Stage of Innovation |
Experience architect
Set Designer
Caregiver
Storyteller |
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Experience architect |
Creates experiences that go beyond product/service's functionality |
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Set Designer |
Creates the right space |
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Caregiver |
Delivers special service |
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Storyteller |
Builds internal morale and external awareness |
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Characteristics of successful innovations (5) |
Customer mgmt.
Effective use of external factors
Top mgmt. support
Speed of innovation
Appropriate organizational design |
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Describe the horizontal linkage model |
The organizational departments are linked (ex. r&d, marketing, production)
R&D maintains linkage with technical developments from environment
Marketing maintains linkage with customer needs from environment |
