CH07

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CH07

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  1. Chapter 7Innovation and Change

    Slide 1 - Chapter 7Innovation and Change

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 7-1 explain why innovation matters to companies
    • 7-2 discuss the different methods that managers can use to manage innovation in their organizations effectively
    • 7-3 discuss why not changing can lead to organizational decline
    • 7-4 discuss the different methods that managers can use to better manage change as it occurs
  3. Technology Cycles

    Slide 3 - Technology Cycles

    • Begins with the birth of a new technology…
    • …ends when that technology reaches limit and dies.
    • © 2015 Cengage Learning
    • 7-1
  4. S-Curves and Technological Innovation

    Slide 4 - S-Curves and Technological Innovation

    • © 2015 Cengage Learning
    • 7-1
  5. Innovation Streams: Technology Cycles over Time

    Slide 5 - Innovation Streams: Technology Cycles over Time

    • 7-1
    • © 2015 Cengage Learning
  6. Emergence of Dominant Design

    Slide 6 - Emergence of Dominant Design

    • There are winners and losers
    • technological lockout
    • Signals a shift from design experimentation and competition to incremental change
    • © 2015 Cengage Learning
    • 7-1
  7. Managing Innovation

    Slide 7 - Managing Innovation

    • During discontinuous change, companies must find a way to anticipate and survive technological changes.
    • Companies must also manage incremental change and innovation.
    • © 2015 Cengage Learning
    • 7-2
  8. Components of Creative Work Enviroments

    Slide 8 - Components of Creative Work Enviroments

    • 7-2
    • © 2015 Cengage Learning
  9. Experiential Approach

    Slide 9 - Experiential Approach

    • Design iteration
    • Product prototype
    • Testing
    • Milestones
    • Multifunctional teams
    • © 2015 Cengage Learning
    • 7-2
  10. Compression Approach

    Slide 10 - Compression Approach

    • Generational change
    • Supplier involvement
    • Shorten the time of individual steps
    • Overlapping steps
    • © 2015 Cengage Learning
    • 7-2
  11. The Risk of Not Changing

    Slide 11 - The Risk of Not Changing

    • Organizational declines occurs when companies don’t anticipate, recognize, neutralize, or adapt to the internal and external pressures that threaten their survival.
    • Blinded stage
    • Inaction stage
    • Faulty action stage
    • Crisis stage
    • Dissolution stage
    • © 2015 Cengage Learning
    • 7-3
  12. Forces

    Slide 12 - Forces

    • Change forces
    • lead to differences in the form, quality, or condition of an organization over time
    • Resistance forces
    • caused by self-interest, misunderstanding, and distrust
    • © 2015 Cengage Learning
    • 7-4
  13. Resistance to Change

    Slide 13 - Resistance to Change

    • Self-interest
    • Misunderstanding and distrust
    • General intolerance for change
    • © 2015 Cengage Learning
    • 7-4
  14. Organizational Change Process

    Slide 14 - Organizational Change Process

    • Unfreezing
    • Change intervention
    • Refreezing
    • © 2015 Cengage Learning
    • 7-4
  15. Managing Resistance to Change

    Slide 15 - Managing Resistance to Change

    • Educate employees
    • Communication change-relate d information
    • Have those affected by change participate in planning and implementing
    • Let employees discuss and agree on who will do what after change
    • Coercion
    • © 2015 Cengage Learning
    • 7-4
  16. Mistakes Managers Make

    Slide 16 - Mistakes Managers Make

    • Not establishing a great enough sense of urgency
    • Not creating a powerful enough coalition
    • Lacking a vision
    • Undercommunicating the vision by a factor of 10
    • Not removing obstacles to the new vision
    • Not systematically planning for and creating short-term wins
    • Declaring victory too soon
    • Not anchoring changes in the corporation’s culture
    • © 2015 Cengage Learning
    • 7-4
  17. Change Tools and Techniques

    Slide 17 - Change Tools and Techniques

    • Results-driven change
    • supplants emphasis on activity with focus on quickly measuring and improving results
    • General Electric Workout
    • three-day meeting that generates solutions to specific business problems
    • © 2015 Cengage Learning
    • 7-4
  18. General Steps for Organizational Development Interventions

    Slide 18 - General Steps for Organizational Development Interventions

    • 7-4
    • © 2015 Cengage Learning
  19. Different Kinds of Organizational Development Interventions

    Slide 19 - Different Kinds of Organizational Development Interventions

    • 7-4
    • © 2015 Cengage Learning
  20. Holden Outerwear

    Slide 20 - Holden Outerwear

    • Identify the type of change that Holden’s leaders are managing on a daily basis.
    • What resistance has Holden encountered while introducing innovative garment designs? How was it able to overcome that resistance?
  21. Holden Outerwear

    Slide 21 - Holden Outerwear