BUS137 Chapter 14
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BUS137 Chapter 14

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    BUS137 Chapter 14 BUS137 Chapter 14 Presentation Transcript

    • McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
    • Learning Objectives
      • L01: Summarize how to assess technology needs.
      • L02: Evaluate ways of acquiring new technologies.
      • L03: Describe elements of innovative organizations.
      • L04: Describe how to manage change effectively.
      • L05 List tactics for creating a successful future.
    • Forces Driving Technological Development
      • A need or demand exists for the technology.
      • Meeting need must be theoretically possible
      • Knowledge must be available from basic science.
      • Convert the scientific knowledge into practice in engineering and economic terms.
      • Funding, skilled labor, time, space, and other resources must be available.
      • Entrepreneurial initiative must identify and pull all the necessary elements together.
    • Assessing Organizational Needs for Technologies
      • Internal
        • Technology Audit
          • Measure current technologies vis-à-vis emerging trends
          • Determine if new technologies will advance competitive goals
      • External
        • Benchmarking
          • Comparing organization’s technologies with other organizations
        • Environmental scanning
          • Identifying/monitoring sources of new technology for an industry
    • Relevant Criteria on which to Base Technology Decisions
      • Anticipated market receptiveness
        • In short run, new technology should have immediate, valuable application.
        • In long run, technology must be able to satisfy market needs.
      • Technological feasibility
      • Economic viability
      • Organizational suitability
      • Anticipated Competency Development
    • Technology Acquisition Strategies
    • Technological Innovation Roles
      • Chief Information Officer (CIO) or Chief Technology Officer (CTO)
      • Information Technology Group
      • Entrepreneur
      • Technical Innovator
      • Product Champion
      • Executive Champion
    • Characteristics of Innovative Companies Source: Schermerhorn, Exploring Management, 2e
    • Experts Speak on Innovation
      • A Refined View
      • A Rogue View
    • Organizational Development
      • Organizational development (OD)
        • application of behavioral science knowledge to develop, improve, and reinforce strategies, structure, and processes that lead to organizational effectiveness .
      • Four basic types of OD techniques:
        • Strategic interventions
        • Technostructural interventions
        • Human resources management interventions
        • Human processes intervention
    • What is Change All About?
      • Thinking Out of the Box
    • Managing Change
      • Shared leadership and change agents needed.
      • Motivate people to change.
      • Reasons for resistance to change:
        • Inertia
        • Timing
        • Surprise
        • Peer pressure
        • Self-interest
        • Misunderstanding
        • Different assessments
        • Management tactics
    • Three-Stage Change Management Model Source: Schermerhorn, Exploring Management, 2e
    • Approaches to Encourage Cooperation
      • Education and communication
      • Participation and involvement
      • Facilitation and support
      • Negotiation and rewards
      • Manipulation and cooptation
      • Explicit and implicit coercion
      • Managers must lead change.
    • Leading Change
    • Be a Change Agent for Y ou!
      • Go beyond your job description
      • Share ideas and advice with others
      • Offer opinions and respect those of others
      • Conduct a skill inventory every few months
      • Learn something new every week
      • Engage on active thought and deliberate action
      • Take calculated risks
      • Recognize, research and pursue opportunity
      • Differentiate yourself – be in it to win!
    • Wrap-up
      • The Essence of Innovation –
      • I have not failed.
      • I’ve just found 10,000 ways that don’t work.
      • -- Thomas Edison
      • The Challenge of Change
      • Almost everyone is more enthusiastic about change when [it’s] their idea, and less enthusiastic if they feel the change is being imposed on them.
      • -- Maggie Bayless, managing partner, Zing Train
    • For Review Only
    • YOU should be able to
      • L01: Summarize how to assess technology needs.
      • L02: Identify the criteria on which to base technology decisions.
      • L03: Evaluate key ways of acquiring new technologies.
      • L04: Describe the elements of an innovative organization.
    • YOU should be able to
      • L05: List characteristics of successful development projects.
      • L06: Discuss what it takes to be world class.
      • L07: Describe how to manage change effectively.
      • L08: List tactics for creating a successful future.
    •  
    • Test your knowledge
      • ______ tells whether there is a good financial incentive for “pulling off” a technological innovation.
      • A) Technological feasibility
      • B) Market receptiveness
      • C) Economic viability
      • D) Organizational suitability
      • E) Competency development
    • Test your knowledge
      • It was recently announced that the state university had
      • agreed to develop (or try to develop) a new hybrid seed
      • or northern climates. The company that has provided the
      • funding for this project hopes to sell the hybrid in the
      • former Soviet Union. The company seems to be
      • attempting to acquire technology through:
      • A) state funding.
      • B) internal development.
      • C) technology trading.
      • D) licensing.
      • E) contracted development.
    • Test your knowledge
      • Identify and explain the elements of an innovative organization.
    • Test your knowledge
      • Read the story on page 318
      • How does Nau carry out the two basic kinds of innovation—exploiting existing capabilities and exploring new knowledge?
      • Creativity is part of the organizational culture at Nau. How might Chris Van Dyke and Mark Galbraith encourage employees to make the most of failures?
    • Test your knowledge
      • The system-wide application of behavioral science to organizational effectiveness is called:
      • A) organization development
      • B) organization strategy
      • C) organization systems
      • D) leadership
      • E) none of the above
    • Test your knowledge
      • Describe the six specific approaches to enlisting cooperation in the change process. In what situations would each be used?
    • Three-Stage Change Management Model
      • Unfreeze
        • Realize current practices are inappropriate
        • New behavior must be enacted
        • Performance gap - the difference between actual performance and desired performance
      • Move
        • Institute the change
        • Force-field analysis - an approach to implementing Lewin’s unfreezing/moving/freezing model, involving identifying the forces that prevent people from changing and those that will drive people toward change
      • Refreeze
        • Strengthen new behaviors that support the change