MGMT 161: Managing Innovation and Change (Chapter 7)

Vocabulary practice flashcards covering organizational change, resistance techniques, Kurt Lewin's 3-step model, workplace stress, creativity versus innovation, design thinking, and disruptive innovation from MGMT 161 Chapter 7.

Organizational Change

Any change of people, structure, or technology in an organization.

Traditional View of Change

The perspective that change is an occasional disruption to an otherwise stable organization.

New View of Change

The perspective that change is an ongoing process because organizations must continually adapt to their environment.

Change Agent

Someone who takes on the responsibility for managing the change process.

Change Fatigue

The exhaustion employees experience when they face too many changes in an organization over a short period of time.

Four Reasons Employees Resist Change

Fear of the unknown, loss of control, habit and mental effort, and emotional attachment to routines or colleagues.

Education and Communication

A technique for reducing resistance to change by clearly explaining to employees what is changing and why.

Participation

A technique for reducing resistance to change by directly involving employees in the change planning and implementation.

Facilitation and Support

A technique for reducing resistance to change by giving employees training, resources, coaching, and assistance.

Negotiation

A technique for reducing resistance to change by offering something of value in exchange for employee cooperation.

Manipulation

A technique for reducing resistance to change by covertly influencing employees through selectively presenting information.

Coercion

A technique for reducing resistance to change that uses direct threats or force.

Internal Forces for Change

Factors arising from inside an organization that necessitate change, such as poor performance, employee problems, growth, new leadership, or organizational goals.

External Forces for Change

Factors originating outside the organization that drive change, including customers, competition, politics/laws, economy, social trends, technology, and the labour market.

Structural Change

Alterations in how an organization is designed, including work specialization, departmentalization, chain of command, span of control, centralization/formalization, or job redesign.

Technological Change

Modifications in the equipment, tools, work processes, software, or methods used to conduct work.

People Change

Changes in employee attitudes, expectations, perceptions, training, skills, responsibilities, and behavior.

Unfreezing

The first phase of Kurt Lewin's change model aimed at preparing people for change by getting employees to recognize that the current way of doing things needs to change.

Changing

The second phase of Kurt Lewin's change model where the actual transition occurs and the new way of doing things is implemented.

Refreezing

The third phase of Kurt Lewin's change model aimed at making the new way the normal way and preventing employees from reverting to old practices.

Stress

A response to anxiety over intense demands, constraints, or opportunities.

Functional Stress

A positive type of stress that allows a person to perform at their highest level during crucial times, particularly when there is potential gain.

Creativity

The ability to develop new and original ideas, combine ideas in a unique way, or make unusual associations between ideas.

Innovation

A product, service, business model, or strategy that is both new and useful, representing the process of turning a creative idea into a useful reality.

Design Thinking

A problem-solving approach that focuses on thoroughly understanding a problem and the people experiencing it before jumping to a solution.

Human Centred Design

An approach to designing products or services that begins with and focuses on the people involved, creating solutions that work specifically for them.

Desirability

The criterion in human-centred design that evaluates whether customers or users actually want a product or service.

Feasibility

The criterion in human-centred design that assesses whether an idea is technologically, economically, or regulatorily possible to implement.

Viability

The criterion in human-centred design that considers whether a design is sustainable and can be delivered consistently over extended periods.

Disruptive Innovation

A new product, service, or business model that significantly changes an existing market or industry, frequently displacing established organizations.

Structural Variables for Innovation

Organizational structural factors that foster innovation: organic structures, abundant resources, high interunit communication, minimal time pressure, and work and nonwork support.

Cultural Variables for Innovation

Organizational culture factors that stimulate innovation: acceptance of ambiguity, tolerance of the impractical, low external controls, tolerance of risks, tolerance of conflict, focus on ends, open-system focus, and positive feedback.

Human Resource Variables for Innovation

People-related management factors that nurture innovation: high commitment to training and development, high job security, and creative people.