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73 Cards in this Set
- Front
- Back
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Technology cycle |
Begins with the birth of a new technology and ends when that technology reaches its limits and dies as it is replaced by a newer, substantially better technology |
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Innovation |
implementation of creative ideas in an organization (the innovation may or may not e successful) |
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Innovation streams |
patterns of innovation over time that can create sustainable competitive advantage |
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Technological discontinuity |
in which a scientific advanace or a unique combination of existing technologies creates a significant breakthrough in performance or function |
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Creative work environments |
encourage creativity: challenging work, organizational encouragement, supervisory encouragement, work group encouragement, freedom, and a lack of organizational impediments |
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Generational change |
occurs when incremental improvements are made to a dominant technological design such that the improved version of the technology is fully backward compatible with the older version |
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Technological substitution |
the purchase of new technologies to replace older ones |
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technological lockout |
the inability of a company to competitively sell its products bc it relies on old technology or a non dominant design
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Design competition |
competition between old and new technologies to establish a new technological standard or dominant design |
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Managing Discontinuous Change |
1. Start with the design for a product or service and follow through with several design iterations (often based on feedback from customers or potential customers) 2. Set milestones (compare progress at milestones Utilize cross-functional teams) 3. Speed to market matters, but it is also crucial to have a design that is good enough to become the dominant design |
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Compression approach to innovation |
assumes that innovation is a predictable process, that incremental innovation can be planned using a series of steps, and that compressing the time it takes to complete those steps can speed up innovation |
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experiential approach to innovation |
assumes that innovation is occurring within a highly uncertain environment and that the key to fast product innovation is to use intuition, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding |
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What are the five aspects approach to innovation? |
TMMPD: Testing, Milestones, Multinational teams, Powerful leaders, Design iterations |
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Incremental Change |
a phase in which companies innovate by lowering the cost and improving the functioning and performance of the dominant design Example: manufacturing efficiencies enable Intel to cut the cost of its chips by one-half to two-thirds during technology cycle while doubling or tripling their speed |
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Product prototype |
a full-scale, working model that is being tested for design, function, and reliability |
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Supplier involvement |
provide an alternative source of ideas and expertise that can lead to better designs |
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Technology |
the knowledge, tools, and techniques used to transform inputs into outputs |
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Organizational Change |
response to changes in the external environment Failure to adapt may mean failure to survive--------decline occurs when organizations don't recognize the need for change |
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The crisis stage |
bankruptcy or dissolution (breaking up the company and selling its parts) is likely to occur unless the company completely reorganizes the way it does business. At this point, however, companies typically lack the resources to fully change how they run their businesses. |
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Inaction stage |
recognize the need to change but still take no action |
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Managing Resistance to Change |
occurs in the first stage, and can be overcome by communication, education, participation, negotiation, and top management support |
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Organizational development interventions |
aimed at changing large system, small groups, or people |
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What is ethics |
moral principles that govern a person's or group's behavior |
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5-stage process of organizing decline |
1. blinded stage 2. inaction stage 3. faulty action stage 4. crisis stage 5. dissolution stage |
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Global Business |
buying and selling of goods and services by people from different countries |
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Multinational corporations |
corporations that own businesses in two or more countries. In 1970, more than half of the world's 7,000 multinational corporations were headquartered in just two countries |
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Direct foreign investment |
investment occurs when a company builds a new business or buys an existing business in a foreign country is an increasingly important and common method of conducting global business |
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Trade barriers |
for example, the Chinese government adds a 25 percent tariff (taxes) to cars imported to China (compared to a 5 percent tariff on car imports in the US). Likewise, the US gov imposes a 37.5 percent to 67.5 percent tariff on imported shoes |
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Protectionism |
is the use of trade barriers to protect local companies and their workers from foreign competition |
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Voluntary export restraints |
imposed limits on the number or volume of products exported to a particular country |
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WTO |
a responsible for administering trade agreements, managing trade negotiations, handling trade disputes, monitoring national trade policies, and offering technical assistance for developing countries |
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Free-trade agreements |
increase choices, competition, and purchasing power and thus decrease what people pay for food, clothing, necessities, and luxuries |
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Global consistency |
multinational company, runs them all using the same rules, guidelines, policies, and procedures run the risk of using management procedures poorly suited to particular countries', markets, cultures, and employees |
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Local adaptation |
modifying rules, to adapt to differences in foreign customers, governments, and regularly agencies focus too much-run the risk of losing the cost effectiveness and productivity |
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Exporting |
makes the company less dependent on sales in its home market and provides a greater degree of control over research, design, and production decision disadvantage is that many exported goods are subject to tariff and non-tariff barriers that can substantially increase their final cost to cusumers |
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Cooperative contract |
a foreign business owner who pays the company a fee for the right to conduct that business in his or her country |
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Licensing agreement |
receives royalty payments for allowing another company, the license, to produce its product, sell its service, or use its brand name in a particular foreign market biggest disadvantage; license gives up control over the quality of the product or service sold by the foreign licensee can eventually become competitors includes access to important technology or proprietary business knowledge |
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Franchise |
is a collection of networked firms, licenses the entire business to another person or organization |
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Strategic alliances |
combine key resources, costs, risks, technology, and people |
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Joint venture |
the most common strategic alliance, which occurs when two existing companies collaborate to for a third company bear only part of the costs and the risks of that business they help companies avoid tariff and nontariff barriers to entry |
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Global new ventures |
are companies that are founded with an active global strategy bring a product or service t market in several foreign in markets at the same time |
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Purchasing power |
is measured by comparing the relative cost of standard set of goods and services in different countries countries with high and growing levels of _______ are good choices for companies looking for attractive global markets |
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Individualism |
is the degree to which societies believe that societies should be self-sufficient |
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Uncertainly avoidance |
the cultural difference of ______ is the degree to which people in country are uncomfortable with unstructured, ambiguous unpredictable situations |
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Adaptability screening |
is used to assess how well managers and their families are likely to adjust to foreign cultures |
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Power distance |
refers to the way in which power is distributed and the extent to which the less powerful accept that power is distributed unequally. |
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Non-tariff barriers |
A form of restrictive trade wherebarriers to trade are set up and take a form other than a tariff. Nontariff barriers include quotas, levies, embargoes, sanctions and other restrictions, and are frequently used by large and developed economies |
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Centralization of authority |
______ is the location of most authority at the upper levels of the organization. Managers make most decisions, even the relatively small ones. That's why the customer-service representative you called couldn't make a decision without first asking the manager. |
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Decentralization |
______ is the location of a significant amount of authority in the lower levels of the organization. Workers closest to problems are authorized to make the decision necessary to solve the problems on their own standardization is not important |
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Internal motivation |
is motivation that comes from the job itself rather than from outside rewards such as a raise or praise from the boss. If workers feel that performing the job well is itself rewarding, then the job has internal motivation. Statements such as "I" get a nice sense of accomplishment" or "I feel good about myself and what I'm producing" are examples of internal motivation |
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Organizational Process |
is the collection of activities that transform inputs into outputs that customers value. Organizational process asks "How do things get done?" |
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Re engineering |
redesign of business processes to achieve improvements in critical, contemporary measures of performance, such as cost, quality, service and speed |
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Intraorganizational process |
is the collection of activities that take place within an organization to transform inputs into outputs that customers value |
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Staff function |
have the right to advise but no command others who are not subordinates in the chain of command |
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Geographic departmentalization |
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Modular organizations |
outsource all remaining business activities to outside companies, suppliers, specialists, or consultants. Managed by broker |
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Empowering workers |
means permanently passing decision-making authority and responsibility from managers to workers. workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination |
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Job rotation |
moving workers from one specialized job to another to give them more variety and the opportunity to use different skills |
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Job specialization |
job is composed of small part of a larger task, simple, easy-to-learn steps, low variety, and high repetition process. lead to low job satisfaction and high absenteeism and employee turnover |
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Organizational structure |
______vertical and horizontal configuration of departments, authority, and jobs within a company Who reports to whom? and Who does what? and Where is the work done? |
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Autonomy |
the right or condition of self-government, especially in a particular sphere |
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Organic organizational designs |
are concerned with organizational process, or the collection of activities that transform inputs into outputs valued by customers. characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge |
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Functional departmentalization |
______organizing work and WORKER into separate unit responsible for particular business functions or areas of EXPERTISE Disadvantage, managers and employees are often more interested in doing what's right for their function than in doing what's right for the entire organization |
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Matrix departmentalization |
several things distinguish matrix departmentalization from the other traditional forms of departmentalization. Footnote first, most employees report to TWO BOSSES, one from each core part of the matrix. The primary advantage of matrix departmentalization is that is allows companies to manage in an efficient manner large, complex tasks like researching, developing, and marketing pharmaceuticals or carrying out complex global businesses. Efficiency comes from avoiding duplication. |
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Job enrichment |
attempts to overcome the deficiencies in specialized work by INCREASING NUMBER OF TASK and by giving workers the authority and control to make meaningful decision about their work |
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Delegation of authority |
the third transfer that occurs with delegation is the transfer of ACCOUNTABILITY |
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Mechanistic organizational designs |
focus on organizational structure characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication |
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Minority domination |
where just one or two people dominate team discussions, restricting consideration of different problem definitions and alternative solutions |
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When to use teams |
when there is a clear, engaging reason or purpose for using them when tasks are complex, require multiple perspectives, or require repeated interaction with others to complete when rewards can be provided for teamwork and team performance |
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Social loafing |
from team-based class projects (temporary) occurs when workers withhold their efforts and fail to perform their share of the work. Count on being able to blend into the background, where their lack of effort isn't easily spotted |
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Group think |
members of groups feel intense pressure not to disagree with each other so that the group approve a proposed solution |
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Minority domination |
where just one or two people dominate team discussions, restricting consideration of different problem definitions and alternative solutions |
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Initially high turnover |
the first disadvantage of team work |
