tailieunhanh - Lecture Principles of Management: Chapter 18 - Charles W.L.Hill, Steven L. McShane

Chapter 18 - Managing innovation and change. In this chapter, the learning objectives are: Explain how paradigm shifts occur and describe their consequences, identify the major sources of organizational inertia, outline what is required to change the strategy and organization of an established enterprise,. | chapter 18 Managing Innovation and Change McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Learning Objectives Explain how paradigm shifts occur and describe their consequences. A. Identify the major sources of organizational inertia. Outline what is required to change the strategy and organization of an established enterprise. Explain why many organizational change efforts fail and identify what managers can do to avoid failure. Discuss what managers can do to increase the ability of their organization to produce commercially successful innovations. Paradigm Shifts Occurs when a new technology or business model comes along that dramatically alters the nature of demand and competition Disruptive technology – A new technology that gets its start away from the mainstream of a market and then, as its functionality improves, invades the main market Punctuated equilibrium – A view of industry evolution asserting that long periods of equilibrium are punctured by periods of rapid change when industry structure is revolutionized by innovation Learning Objective 1: Explain how paradigm shifts occur and describe their consequences. See Text Pages: 454-460 Technology S-Curves Probability of paradigm shift increases as technology approaches natural limit. Natural limit of technology Diminishing returns Inflection point Increasing returns Accumulated R&D effort Performance/functionality of desired attributes Learning Objective 1: Explain how paradigm shifts occur and describe their consequences. See Text Page: 454 Established and Successor Technologies Successor technology automobiles Paradigm shift T1 T2 Time Performance/functionality of desired attributes Established technology: horse and cart Learning Objective 1: Explain how paradigm shifts occur and describe their consequences. See Text Page: 456 Swarm of Successor Technologies Swarm of successor technologies Discontinuity Time Performance/functionality of desired . | chapter 18 Managing Innovation and Change McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Learning Objectives Explain how paradigm shifts occur and describe their consequences. A. Identify the major sources of organizational inertia. Outline what is required to change the strategy and organization of an established enterprise. Explain why many organizational change efforts fail and identify what managers can do to avoid failure. Discuss what managers can do to increase the ability of their organization to produce commercially successful innovations. Paradigm Shifts Occurs when a new technology or business model comes along that dramatically alters the nature of demand and competition Disruptive technology – A new technology that gets its start away from the mainstream of a market and then, as its functionality improves, invades the main market Punctuated equilibrium – A view of industry evolution asserting that long periods of .

• Quản trị kinh doanh
• Principles of management
• Lecture Principles of management
• Organization architecture
• Managing employee
• Managing innovation
• Paradigm shifts
• Ebook Business principles
• Business principles and management
• Business principles
• Management responsibilities
• Financial management
• Marketing management
• Foodservice management principles
• Management principles
• Management practices
• Resource conservation
• Organizational design
• Human resource management
• Performance improvement
• Basics of management
• Principles of hotel management
• Fundamentals of hotel management
• Salient features of management
• The foodservice industry
• The systems approach
• Food safety
• Principles of management and organisational behaviour
• Organisational behaviour
• Functions of management
• Human factors
• Group decision making
• tips in management
• management methods
• the document management industry
• soft skills
• management skills
• Business ownership
• Information systems
• Communication systems
• Leaders versus managers
• Strategic decisions
• Internal environment
• Environment of managers
• Processes driving globalization
• Business enterprises
• Corporate social responsibility
• Decision making
• Levels of planning
• Competitive advantage
• Business level strategy
• Managing operations
• Operations managers
• Integrating mechanisms managers
• Control systems
• Establishing goals
• Organizational culture
• Organizational subcultures
• Team effectiveness
• Team development
• Developing diverse workforce
• Human resource staffing process
• Employee engagement
• Managing employee motivation
• Managing employee attitudes
• Cognitive dissonance
• Managing through power
• Organizational power