Chapter 9: Organizational Cultures, Innovation and Change – Flashcards
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the system of shared values and beliefs within an organization
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Organizational culture
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clear, well defined, and widely shared among members
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Strong cultures
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the process through which new members learn the culture of an organization
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socialization
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what you see and hear when walking around an organization
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Observable culture
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found in the underlying values of the organization
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core culture
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beliefs and values shared by organization members
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Core values
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actively develops, communicates, and enacts shared values
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value-based management
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Uses language and symbols and actions to establish and maintain a desired organizational culture
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Symbolic Leader
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involves practices that create meaning and shared community among organizational members
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workplace spirituality
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the process of taking a new idea and putting it into practice
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innovation
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result in better ways of doing things
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process innovations
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result in new or improved goods or services
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Product innovations
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result in ways for firms to make money
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Business model innovations
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reduces the carbon footprint of an organization or its products
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Green innovation or sustainable innovation
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business innovation driven by a social conscience
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Social innovation
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pursues innovative ways to solve pressing social problems
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social entrepreneurship
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process of turning new ideas into salable products
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commercializing innovation
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Recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets
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reverse innovation
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special creative units set free from the normal structure for the purpose of innovation
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skunkworks
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tries to change the behavior of another person or social system
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change leader
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results in a major and comprehensive redirection of the organization
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Transformational change
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bends and adjusts existing ways to improve performance
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incremental change
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the phase during which a situation is prepared for change
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unfreezing
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the phase where a planned change actually takes place
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changing
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the phase at which change is stabilized
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Refreezing
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pursues change through formal authority and/or the use of rewards or punishments
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force-coercion strategy
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pursues change through empirical data and rational argument
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rational persuasion strategy
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pursues change by participation in assessing change needs, values, and goals
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shared power strategy
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observable
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Stories told about an organizations past accomplishments and heroes such as company founders are all part of what is called the ___________ culture.
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rites and rituals
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Planned and spontaneous ceremonies and celebrations of work achievements illustrate how the use of ____________ helps build strong corporate cultures.
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clearly communicated mission
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An organization with a strong culture is most likely to have __________.
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values
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Honesty, social responsibility, and customer service are examples of __________________ that can become foundations for an organization's core culture.
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process
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Product innovations create new goods or services for customers while_____________ innovations create new ways of doing things in the organization.
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Product
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The Kindle e-reader by Amazon and the Ipad by Apple are examples of ______________ innovations.
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business model
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Movie downloads by subscription (Netflix) and advertising revenues from internet searches (Google) are examples of _________________ innovations.
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Sustainability
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green innovation is most associated with the concept of ____________________.
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Put into practice
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The innovation process isn't really successful in an organization until a new idea is ______________.
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provide special free space in which people work together to achieve innovation
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The basic role of a skunkworks is to________________.
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Transformational; incremental
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_____________ change results in a major change in direction for an organization, while _________________ makes small adjustments to current ways of doing things.
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Legitimacy
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A manager using a force-coercion strategy is most likely relying on the power of ______________ to bring about planned change.
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Shared power
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The most participative of the planned change strategies is ______________.
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manipulation and cooptation
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When a change leader tries to deal with resistance by trying to covertly influence others, offering only selective information and/or structuring events in favor of the desired change, this is an example of ___________________.
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temporary compliance
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The responses most likely to be associated with use of a force-coercion change strategy are best described as_____________________.
