Management Change and Innovation Chapter 8

Successfully navigating and adapting to inevitable organizational changes.

Altering the organizational structure, like changing reporting relationships, management levels, span of control, or work areas.

Modifications in the tools, methods, or processes an organization uses.

Altering employee attitudes, beliefs, and behaviors within an organization.

Modifications caused by factors outside the company, such as economic shifts, government regulations, or competitor actions.

Modifications initiated from within the company, such as new strategies, restructuring, or new leadership.

Modifications brought about by new government policies or regulations.

Changes enforced by the needs of clients and customers.

Modifications driven by fluctuations in economic conditions.

Modifications prompted by competition from rival companies.

A change within a company, such as restructuring, leading to a change in the external environment, e.g., new products or services.

A change inside a company that causes another change within the company. For example, a company's decision to use teamwork leads to changes the way tasks are done.

Changes outside of a company lead to another change outside the company. For example, new laws impacting competitors.

Events outside a company, such as economic shifts, force adjustments within the company.

Changes within a company related to the types or number of employees.

Changes outside the company that relate to the type or number of employees in the market.

Someone who manages the change within an organization.

Change is a temporary disruption from the norm, like a ship navigating a calm sea.

Change is constant and a normal part of operations.

A three-phase process of change that involves unfreezing, changing, and refreezing.

A method to understand and manage organizational change by identifying driving and blocking forces that affect a goal.

Factors that propel change, often including rewards and opportunities.

Obstacles that slow or prevent change, such as resistance or fear.

Planned activities that address problems related to organization change and culture.

Any alteration in an organization's people, structure, or technology.

An OD method where external consultants help organizations improve interpersonal and teamwork processes.

An OD method to enhance trust, communication, and collaboration within a team.

An OD technique using surveys to identify areas needing improvement in an organization.

A metaphor visualizing change as a steady, predictable process.

A metaphor recognizing change as a fast-paced, unpredictable event requiring active management.

A classic model of change which includes unfreezing, changing, and refreezing.

Shared values, beliefs, and norms influencing behaviour within an organization.

The ability to make unusual and meaningful connections between ideas.

Not the first step in the creative process.

Not inhibited by organic organization structures.

Time deadlines don't increase innovation.

Often risk-takers who champion innovative ideas.

A very impactful innovation that challenges existing markets.

A small, independent team designed for innovation with autonomy and resources.

The process of converting a creative idea into a useful product or solution.

The generation of novel and valuable ideas.

A debate on the origins of creativity; some believe it's inherent, others think it can be developed.

Seeing things from a fresh, unique perspective.

A period of reflection and contemplation, allowing ideas to develop internally.

The moment when ideas come together to create a solution.

Promoting innovation through the right people and environment.

Structural, cultural, and human resources are key elements to support innovation.

Organizations need to tolerate initial implausibility of creative ideas.

Embracing mistakes as part of the innovative process.

Managers should focus on goals and outcomes for innovation.

Individuals actively supporting innovation.

A physical or mental response to a challenging or demanding situation.

Stress that motivates and helps you perform at your best.

Stress that is harmful, prevents progress, or causes discomfort.

Things that cause stress, including demands, constraints, opportunities, and more.

The tasks or requirements related to a job or situation.

Limitations or restrictions that prevent you from reaching your goals.

Chances to improve or achieve something.

Stressors related to the expectations, duties, and ambiguity in a job.

Stressors related to the specific work tasks.

Stressors related to interactions between employees.

Stressors related to the structure and organization of the workplace.

Stress resulting from incompatible role expectations.

Stress generated by too many roles and responsibilities.

Stress from unclear roles or responsibilities.

Death from overwork, a Japanese term.