Chapter 1: The World of Innovative Management Chapter 2: The Evolution of Management Thinking Chapter 3: The Environment and Corporate Culture Chapter 4: Managing in a Global Environment Chapter 5: Managing Ethics and Social Responsibility Chapter 6: Managing Start-Ups and New Ventures Chapter 7: Planning and Goal Setting Chapter 8: Strategy Formulation and Execution Chapter 9: Managerial Decision Making Chapter 10: Designing Organization Structure Chapter 11: Managing Change and Innovation Chapter 12: Managing Human Resources Chapter 13: Managing Diversity Chapter 14: Understanding Individual Behavior Chapter 15: Leadership Chapter 16: Motivating Employees Chapter 17: Managing Communication Chapter 18: Leading Teams Chapter 19: Managing Quality and Performance Appendix: Managing the Value Chain, Web 2.0, and E-Business
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Chapter 11Managing Change and Innovation
Trang 2 If organizations don’t successfully change and
innovate, they die
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Innovation and the Changing
Trang 4Innovation and the Changing
Workplace
Change is not easy
Ambidextrous approach: Incorporating
structures and processes that are appropriate
for:
Creative impulse and for the systematic
implementation
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Changing Things: New
Products and Technologies
Product change – a change in the
organization’s product or service outputs
Technology change – a change in the
organization’s production process
Three innovation strategies: exploration,
cooperation, and entrepreneurship
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Trang 611.1 Three Innovation
Strategies
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Exploration
Creativity – novel ideas that meet perceived
needs or offer opportunities
Idea incubator – a safe harbor where
employees can develop ideas without
interference from company bureaucracy or
politics
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Trang 811.2 Characteristics of Creative
People and Organizations
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11.3 The World’s Most
Innovative Companies 2013
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Trang 10 Internal coordination
Horizontal linkage model – simultaneously
contribute to new products and technologies
External coordination
Includes customers and partners, suppliers
Open innovation – commercialization of ideas
beyond the organization
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11.4 Coordination Model for
Innovation
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Trang 12Innovation Roles
Managers should support entrepreneurship
activities and foster idea champions
Energy and effort is required to promote a new
idea
Sponsors approve and protect ideas when
critics challenge the concept
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Innovation Roles
New-venture teams give free rein to creativity
Skunkworks are informal, autonomous,
secretive groups that focus on breakthrough
ideas
New-venture funds provide resources for new
ideas
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Trang 14Changing People and Culture
Changes in how employees think
Changes in mind-set
People change = Training and development
Culture change = Organizational development
Large culture change is not easy
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Training and Development
Training – Frequently used approach to
changing people’s mind-sets
Training and development is emphasized for
managers
Behavior and attitudes will influence people and
lead to culture change
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Trang 16Organizational Development
Planned, systematic process of change using
behavioral science
Addresses three types of problems:
Mergers and acquisitions
Organizational decline and revitalization
Conflict management
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Trang 1811.5 OD Approaches to Culture Change
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Implementing Change
Need for change
Disparity between existing and desired
Trang 20Force-Field Analysis
Change is a result of the competition between
driving and restraining forces
Driving forces – problems or opportunities that
provide motivation for change
Restraining forces – barriers to change
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11.6 Using Force-Field Analysis to Change
from Traditional to Just-in-Time Inventory
System
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Trang 2211.7 Tactics for Implementing
Change