Organizational culture plays an important role in new product development (NPD) success. There are six key dimensions of organizational culture: process-oriented vs results-oriented; employee-oriented vs job-oriented; parochial vs professional; open vs closed system; loose vs tight control; and normative vs pragmatic. Building a culture that supports NPD includes developing a user-involving culture with user integrators, transparency, and knowledge relationships, an accountable culture, an innovative culture, and a collaborative culture. Organizational culture is maintained through attraction-selection-attrition, where the culture attracts and selects new employees who fit the culture and attrition removes those who do not fit.
The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is also less important than previously believed - if firms do things better, smaller players can still succeed. Overall, the dynamics of competition are always changing, and no single approach works in all situations. Success depends more on the creativity of individual firms than on industry characteristics.
The document discusses training and development. It describes different training methods including on-the-job and off-the-job training. Various training activities are listed such as lectures, case studies, role playing, workshops and simulations. It also discusses evaluating the context, inputs, process, product and outcomes of training and development programs. Key skills, abilities and knowledge needed for different jobs or roles are identified.
This document discusses personality and its influence on organizational behavior. It defines personality as relatively stable characteristics exhibited across situations. The main factors shaping personality are heredity and environment. Conscientiousness predicts job performance and organizational citizenship. Extroversion predicts performance for social jobs. Type A personalities are impatient and success-oriented, while Type B's are patient and relaxed. Attribution theory examines how people explain behaviors - internally (effort, ability) or externally (luck). Self-serving bias attributes success internally and failure externally. The fundamental attribution error overattributes internal factors to others. Personality must fit organizational roles to be effective.
Organizational culture plays an important role in new product development (NPD) success. There are six key dimensions of organizational culture: process-oriented vs results-oriented; employee-oriented vs job-oriented; parochial vs professional; open vs closed system; loose vs tight control; and normative vs pragmatic. Building a culture that supports NPD includes developing a user-involving culture with user integrators, transparency, and knowledge relationships, an accountable culture, an innovative culture, and a collaborative culture. Organizational culture is maintained through attraction-selection-attrition, where the culture attracts and selects new employees who fit the culture and attrition removes those who do not fit.
The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is also less important than previously believed - if firms do things better, smaller players can still succeed. Overall, the dynamics of competition are always changing, and no single approach works in all situations. Success depends more on the creativity of individual firms than on industry characteristics.
The document discusses training and development. It describes different training methods including on-the-job and off-the-job training. Various training activities are listed such as lectures, case studies, role playing, workshops and simulations. It also discusses evaluating the context, inputs, process, product and outcomes of training and development programs. Key skills, abilities and knowledge needed for different jobs or roles are identified.
This document discusses personality and its influence on organizational behavior. It defines personality as relatively stable characteristics exhibited across situations. The main factors shaping personality are heredity and environment. Conscientiousness predicts job performance and organizational citizenship. Extroversion predicts performance for social jobs. Type A personalities are impatient and success-oriented, while Type B's are patient and relaxed. Attribution theory examines how people explain behaviors - internally (effort, ability) or externally (luck). Self-serving bias attributes success internally and failure externally. The fundamental attribution error overattributes internal factors to others. Personality must fit organizational roles to be effective.
The document discusses motivation in the workplace. It describes the job characteristics model which examines how job design can impact employee motivation. The model looks at factors like skill variety, task identity, task significance, autonomy, and feedback. It also discusses using job rotation, expanding job responsibilities, and career planning to keep jobs challenging and motivating. The document then covers management by objectives as a goal setting process and describes SMART objectives as specific, measurable, achievable, relevant and time-bound. Finally, it states that a motivated person is self-motivated, persistent and committed to achieving goals.
This document summarizes key motivation theories including reinforcement theory and equity theory. Reinforcement theory states that behavior is influenced by external rewards and punishments, and positive reinforcement increases the likelihood of desired behaviors. Equity theory proposes that employees evaluate whether their inputs and outcomes are fairly balanced compared to others. Perceived inequity can lead employees to change inputs/outcomes, distort perceptions, or leave their job. Procedural and distributive justice also impact employee attitudes and behaviors. The reading assignment covers motivation theories from pages 162 to 194 of the textbook.
This document discusses social cognitive theory and the concept of self-efficacy. It defines self-efficacy as one's beliefs in their own capabilities. Individuals with high self-efficacy are more likely to persist at tasks and set high goals. Self-efficacy can come from mastery experiences, vicarious experiences, verbal persuasion, and physiological states. High self-efficacy positively impacts leadership, empowerment, and collective efficacy within groups.
The document discusses organizational behavior across cultures, outlining Hofstede's cultural dimensions model and its analysis of cultures along the dimensions of individualism/collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. It then analyzes results from the GLOBE study regarding Iranian managerial culture, finding high levels of power distance and in-group collectivism as well as a desire to decrease power distance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
This document discusses gamification, which is using game thinking and mechanics for non-game applications to interact with users and solve problems. It results in increased efficiency, loyalty, and draws from fields like behavioral economics, game theory, and behavioral sciences. The document also notes that 70% of large companies will have at least one gamified application by 2014 and 50% of companies managing innovation/research will use gamification to drive innovation by 2015.
This document discusses the concept of narcissism at both the individual and organizational level. It defines narcissism as an excessive love or admiration of oneself and one's physical appearance or qualities. The document outlines different types of narcissism, including normal, pathological, and narcissistic personality disorder. It also discusses narcissistic leadership and how organizations can exhibit narcissistic traits through exaggerated pride, a belief in unlimited power and complete knowledge, and dismissiveness of outside criticism. The document concludes with recommendations for organizational leaders to avoid developing narcissism and potential topics for further research on organizational narcissism.
The document discusses urban tourism needs and observations. It notes an increasing number of urban tourists who struggle to choose destinations and plans. Tourists seek both escape from routine and recreational opportunities. Their motivations can include relaxation, prestige, social interaction, and novelty.
The document then presents a framework for understanding urban tourist behavior and experiences. It identifies key factors that influence tourist choices, including socio-psychological motives, destination attributes, and experiences related to entertainment, education, aesthetics, and escape. The framework also examines tourist typologies and how destinations can customize offerings around themes to meet different customer needs and motivations.
Operational Challenges and ST’s Proposed Solutions to Improve Collaboration b...Sina Bagherinezhad
Operational Challenges and ST’s Proposed Solutions to Improve Collaboration between IP and R&D in Innovation processes
by Fabrizio Cesaroni & Andrea Piccaluga.
UNIVERSITY OF CALIFORNIA, BERKELEY, VOL. 55, NO. 4, SUMMER 2013, CMR.BERKELEY.EDU
For presentation in Farsi.
تحلیل متقارن(conjoint Analysis)
تحلیل ویژگی های یک کالا براساس الویت های مصرف کننده است. که در این مقاله بازار ارتباطی تلفن همراه ایران موردبررسی قرار گرفته است.
The document discusses motivation in the workplace. It describes the job characteristics model which examines how job design can impact employee motivation. The model looks at factors like skill variety, task identity, task significance, autonomy, and feedback. It also discusses using job rotation, expanding job responsibilities, and career planning to keep jobs challenging and motivating. The document then covers management by objectives as a goal setting process and describes SMART objectives as specific, measurable, achievable, relevant and time-bound. Finally, it states that a motivated person is self-motivated, persistent and committed to achieving goals.
This document summarizes key motivation theories including reinforcement theory and equity theory. Reinforcement theory states that behavior is influenced by external rewards and punishments, and positive reinforcement increases the likelihood of desired behaviors. Equity theory proposes that employees evaluate whether their inputs and outcomes are fairly balanced compared to others. Perceived inequity can lead employees to change inputs/outcomes, distort perceptions, or leave their job. Procedural and distributive justice also impact employee attitudes and behaviors. The reading assignment covers motivation theories from pages 162 to 194 of the textbook.
This document discusses social cognitive theory and the concept of self-efficacy. It defines self-efficacy as one's beliefs in their own capabilities. Individuals with high self-efficacy are more likely to persist at tasks and set high goals. Self-efficacy can come from mastery experiences, vicarious experiences, verbal persuasion, and physiological states. High self-efficacy positively impacts leadership, empowerment, and collective efficacy within groups.
The document discusses organizational behavior across cultures, outlining Hofstede's cultural dimensions model and its analysis of cultures along the dimensions of individualism/collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. It then analyzes results from the GLOBE study regarding Iranian managerial culture, finding high levels of power distance and in-group collectivism as well as a desire to decrease power distance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
This document discusses gamification, which is using game thinking and mechanics for non-game applications to interact with users and solve problems. It results in increased efficiency, loyalty, and draws from fields like behavioral economics, game theory, and behavioral sciences. The document also notes that 70% of large companies will have at least one gamified application by 2014 and 50% of companies managing innovation/research will use gamification to drive innovation by 2015.
This document discusses the concept of narcissism at both the individual and organizational level. It defines narcissism as an excessive love or admiration of oneself and one's physical appearance or qualities. The document outlines different types of narcissism, including normal, pathological, and narcissistic personality disorder. It also discusses narcissistic leadership and how organizations can exhibit narcissistic traits through exaggerated pride, a belief in unlimited power and complete knowledge, and dismissiveness of outside criticism. The document concludes with recommendations for organizational leaders to avoid developing narcissism and potential topics for further research on organizational narcissism.
The document discusses urban tourism needs and observations. It notes an increasing number of urban tourists who struggle to choose destinations and plans. Tourists seek both escape from routine and recreational opportunities. Their motivations can include relaxation, prestige, social interaction, and novelty.
The document then presents a framework for understanding urban tourist behavior and experiences. It identifies key factors that influence tourist choices, including socio-psychological motives, destination attributes, and experiences related to entertainment, education, aesthetics, and escape. The framework also examines tourist typologies and how destinations can customize offerings around themes to meet different customer needs and motivations.
Operational Challenges and ST’s Proposed Solutions to Improve Collaboration b...Sina Bagherinezhad
Operational Challenges and ST’s Proposed Solutions to Improve Collaboration between IP and R&D in Innovation processes
by Fabrizio Cesaroni & Andrea Piccaluga.
UNIVERSITY OF CALIFORNIA, BERKELEY, VOL. 55, NO. 4, SUMMER 2013, CMR.BERKELEY.EDU
For presentation in Farsi.
تحلیل متقارن(conjoint Analysis)
تحلیل ویژگی های یک کالا براساس الویت های مصرف کننده است. که در این مقاله بازار ارتباطی تلفن همراه ایران موردبررسی قرار گرفته است.
تجاري سازي دانش و فناوري برخاسته از تحقيق و توسعه و يكي از كاركردهاي اصلي دانشگاه كارآفرين به شمار مي رود
فرآيندي است كه به موجب آن ايده، اختراع، دانش و فناوري برخاسته از تحقيق، به توليد كالا و خدمات جديد قابل عرضه در بازار يا بهبود محصولات و فرآيندهاي جاري منجر مي شود و در نتيجه آن پتانسيل دانش , فناوري و نوآوري هاي علمي بطور كامل محقق مي گردد.
This document provides an overview of intellectual property, including its definition and main categories. Intellectual property is divided into industrial property (patents, trademarks, industrial designs, geographical indications, trade secrets) and copyright. It describes key aspects of each type of intellectual property like what they protect, who can own them, typical length of protection, examples of famous patents and trademarks. The purpose of intellectual property is to promote innovation by granting exclusive rights to creators and owners to benefit from their work.
1) The document discusses various aspects of knowledge-based marketing such as segmentation, positioning, promotion, product development, pricing, and customer relationship management.
2) It emphasizes the importance of understanding customer needs and behaviors through market research and data analysis to inform marketing strategies and decisions.
3) New technologies like data mining, customer databases, and digital tools allow companies to gain deeper insights into customers and customize their marketing accordingly.
This document summarizes strategies for debiasing human decision making. It discusses motivational, cognitive, and technological strategies for overcoming biases. Some key points covered include recognizing biases through feedback, replacing inferior intuitive decision strategies with better rules-based strategies through training, using technology like linear models and statistical analysis to improve upon expert judgments, and promoting the adoption of debiasing techniques through social norms and management programs.
The document presents ideas for creating an environmentally friendly home from a presentation given by Omid Aminzadeh Gohari at Sharif University of Technology's Electrical Engineering Department. Some key ideas include installing solar hot water heating, replacing standard light bulbs with compact fluorescents, improving home insulation, using natural lighting and ventilation, installing low flow showerheads, and living by the principles of reduce, reuse, and recycle. The presentation provides various tips for building an eco-friendly home through products, materials, and behaviors that minimize environmental impact.
This document outlines a presentation on using information theory to understand portfolio selection strategies in the stock market. The presentation covers: why the stock market is important both financially and as an application of information theory; Chen's approach to modeling the information content in a market; Cover and Thomas's approach to modeling the stock market as a vector of stock prices; key concepts like wealth-relative and growth rate of wealth; how side information can provide an upper bound on increased growth rate; and concludes by briefly discussing the connections between information theory and the stock market.
Heuristics are simple rules or mental shortcuts that allow humans to make decisions quickly and with limited information. The document discusses several types of heuristics including: the gaze heuristic, recognition heuristic, social heuristics like "do what the majority do", and heuristics based on reasons like take the best and tallying. It also covers cognitive biases like hindsight bias. Overall, the document examines how heuristics demonstrate bounded rationality and how humans use fast and frugal mental shortcuts to make decisions in an efficient manner.
The document discusses procurement management and the various cycles and strategies involved. It describes the requirement, requisition, solicitation, award, and contract administration cycles. It also covers make-or-buy analysis, contract types, risk allocation, and contract changes and termination. The goal of procurement management is to purchase necessary goods and services while managing relationships and contracts.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style and subordinate and task characteristics. It suggests that a leader should use the style that best complements what is missing in the work environment to enhance goal attainment. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that can be applied depending on the situation to motivate subordinates. While providing a framework for understanding leadership behaviors and motivation, the theory has also received some criticism for being complex to implement and only partially supported by research.
The Prius was successful due to its technological advances, lower price than other hybrids and SUVs, and its ability to appeal to consumers affected by high gas prices. Toyota's launch of the Prius took advantage of society's need for more fuel efficient vehicles when gas prices were rising and people drove uneconomical vehicles. Government incentives further contributed to the Prius' popularity by offering tax breaks for hybrid owners. Competition in the electric vehicle market was growing as most major automakers began introducing electric models across various vehicle classes between 2009-2012.
The Prius was marketed as a more affordable hybrid vehicle compared to SUVs with similar hybrid technology. As gas prices rose and less economical vehicles became undesirable, the Prius offered a solution as a more fuel efficient option. Government incentives were provided to encourage buying vehicles like the Prius that achieved high mileage and had advanced technology. Competition in the hybrid and electric vehicle market grew as other automakers sought to develop their own electric models starting in the late 2000s.
1. در پروژه های MEG مورد کاوی " کسب دانش فنی احیاء
پالایش گاز فازهای پارس جنوبی"
حسین عباسی، سینا خوش سخن
به نام خدا
درس مدیریت استراتژیک تکنولوژی
2. روش تحقیق
• روش تحقیق: مورد کاوی
• مطالعه اکتشافی به قصد درک ”کسب تکنولوژی در یک شرکت مهندس ی مشاور “
• گردآوری اطلاعات از طریق:
– مصاحبه )با ساختار محدود(
– مطالعه اسناد و مدارک
2
8. CCR مشکلات پتروفناوران با
در طراحی پایه ای و دوباره کاریها CCR • اشتباهات
• ضعف در:
– انتخاب متریال مناسب
– محاسبات هیدرولیکی
– محاسبات افت فشار در مبدلهای حرارتی
CCR • کیفیت پایین کار
Basic در طراحی CCR • حرفه ای نبودن
8
10. مروری بر ادبیات روشهای کسب تکنولوژی
دسته بندی معیارها و تصمیم گیریها
الف- محدودیتها )گزینه ها را حذف می کنند(:
1. موجود بودن روشهای کسب خارجی
2. توانایی بنگاه برای استفاده از روش کسب
توانایی علمی برای توسعه داخلی
توانایی مالی برای خرید
3. فوریت نیاز به تکنولوژی
4. محدودیت بنگاه به علت تصمیمات پیشین )پیشنهاد این تحقیق(
10
11. مروری بر ادبیات روشهای کسب تکنولوژی
دسته بندی معیارها و تصمیم گیریها
ب- انتخاب از بین گزینه ها
1. وضعیت تکنولوژی در چرخه عمر
2. میزان جذابیت و خاص بودن تکنولوژی برای بنگاه
3. هزینه روشهای کسب
4. ریسکهای ادراک شده از روشهای کسب
5. توانایی بنگاه در نگهداشت تکنولوژی در صورت توسعه داخلی
11
12. مروری بر ادبیات روشهای کسب تکنولوژی
دسته بندی معیارها و تصمیم گیریها
ب- انتخاب از بین گزینه ها
1. وضعیت تکنولوژی در چرخه عمر
2. میزان جذابیت و خاص بودن تکنولوژی برای بنگاه
3. هزینه روشهای کسب
4. ریسکهای ادراک شده از روشهای کسب
5. توانایی بنگاه در نگهداشت تکنولوژی در صورت توسعه داخلی
12
13. مروری بر ادبیات روشهای کسب تکنولوژی
دسته بندی معیارها و تصمیم گیریها
ب- انتخاب از بین گزینه ها )ادامه(
6. توانایی بنگاه در بهره برداری از تکنولوژی در صورت استفاده از روش خرید
7. توانایی بنگاه در هماهنگ شدن با شرکت همکار در صورت انتخاب روشهای همکاری
برای کسب تکنولوژی )پیشنهاد این تحقیق(
8. میزان دستیابی به اهداف استراتژیک )از جمله یادگیری ، بالا بردن ظرفیت جذب،
توسعه قابلیتهای پویا ...(
13
14. تحلیل
• نداشتن رویکرد سیستماتیک به مدیریت تکنولوژی
• در نظر نگرفتن روشهای غیر از خرید لیسانس برای کسب تکنولوژی )مانند
توسعه مشارکتی یا توسعه داخلی(
• عدم توجه به افزایش ظرفیت جذب از طریق روشهای کسب مشارکتی یا
توسعه داخلی
• عدم ارزیابی تواناییهای تامین کننده دانش فنی و اثر منفی آن در انتخاب روش
کسب
14
15. تحلیل )ادامه(
توسعه داخلی ،MEG • بدلیل امکانپذیر بودن توسعه داخلی دانش فنی احیاء
می تواند برای پتروفناوران مزیتهای زیر را داشته باشد:
-1 ایجاد شهرت به عنوان یکی از اولین شرکتهای خصوص ی توسعه دهنده دانش
فنی در نفت و گاز
-2 ایجاد ظرفیت جذب
-3 امکان ارائه فرآیندی بهتر از رقبا و کسب مزیت رقابتی نسبت به رقبا.
15
