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