14-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

14-2

Learning ObjectivesL01: Summarize how to assess technology needs.

L02: Evaluate ways of acquiring new technologies.

L03: Describe elements of innovative organizations.

L04: Describe how to manage change effectively.

L05 List tactics for creating a successful future.

14-3

Forces Driving Technological Development A need or demand exists for the technology. Meeting need must be theoretically possible Knowledge must be available from basic science. Convert the scientific knowledge into practice in

engineering and economic terms. Funding, skilled labor, time, space, and other resources

must be available. Entrepreneurial initiative must identify and pull all the

necessary elements together.

14-4

Assessing Organizational Needs for TechnologiesInternal

Technology Audit Measure current technologies vis-à-vis emerging trends Determine if new technologies will advance competitive

goals

ExternalBenchmarking

Comparing organization’s technologies with other organizations

Environmental scanning Identifying/monitoring sources of new technology for an

industry

14-5

Relevant Criteria on which to Base Technology Decisions

• Anticipated market receptiveness– In short run, new technology should have immediate,

valuable application.– In long run, technology must be able to satisfy market

needs.

• Technological feasibility• Economic viability• Organizational suitability• Anticipated Competency Development

14-6

Technology Acquisition Strategies

14-7

Technological Innovation Roles

• Chief Information Officer (CIO) or Chief Technology Officer (CTO)

• Information Technology Group• Entrepreneur• Technical Innovator• Product Champion• Executive Champion

14-8

Characteristics of Innovative Companies

Source: Schermerhorn, Exploring Management, 2e

14-9

Experts Speak on Innovation

A Refined ViewA Rogue View

14-10

Organizational Development Organizational development (OD)

application of behavioral science knowledge to develop, improve, and reinforce strategies, structure, and processes that lead to organizational effectiveness.

Four basic types of OD techniques: Strategic interventions Technostructural interventions Human resources management interventions Human processes intervention

14-11

What is Change All About?Thinking Out of the Box

14-12

Managing Change Shared leadership and change agents needed. Motivate people to change. Reasons for resistance to change:

InertiaTimingSurprisePeer pressureSelf-interestMisunderstandingDifferent assessmentsManagement tactics

14-13

Three-Stage Change Management Model

Source: Schermerhorn, Exploring Management, 2e

14-14

Approaches to Encourage Cooperation

Education and communicationParticipation and involvementFacilitation and supportNegotiation and rewardsManipulation and cooptationExplicit and implicit coercion

Managers must lead change.

14-15

Leading Change

14-16

Be a Change Agent for You!Go beyond your job descriptionShare ideas and advice with othersOffer opinions and respect those of othersConduct a skill inventory every few monthsLearn something new every weekEngage on active thought and deliberate actionTake calculated risksRecognize, research and pursue opportunityDifferentiate yourself – be in it to win!

14-17

Wrap-upThe Essence of Innovation –

I have not failed.

I’ve just found 10,000 ways that don’t work.-- Thomas Edison

The Challenge of Change

Almost everyone is more enthusiastic about change when [it’s] their idea, and less enthusiastic if they

feel the change is being imposed on them.

-- Maggie Bayless, managing partner, Zing Train

14-18

For Review Only

14-19

YOU should be able toL01: Summarize how to assess technology needs.L02: Identify the criteria on which to base technology

decisions.L03: Evaluate key ways of acquiring new

technologies.L04: Describe the elements of an innovative

organization.

14-20

YOU should be able toL05: List characteristics of successful development

projects.L06: Discuss what it takes to be world class.L07: Describe how to manage change effectively.L08: List tactics for creating a successful future.

14-21

14-22

Test your knowledge

______ tells whether there is a good financial incentive for “pulling off” a technological innovation. A) Technological feasibility B) Market receptiveness C) Economic viability D) Organizational suitability E) Competency development

14-23

Test your knowledge

It was recently announced that the state university hadagreed to develop (or try to develop) a new hybrid seed or northern climates. The company that has provided thefunding for this project hopes to sell the hybrid in theformer Soviet Union. The company seems to beattempting to acquire technology through:

A) state funding. B) internal development. C) technology trading. D) licensing. E) contracted development.

14-24

Test your knowledge

Identify and explain the elements of an innovative organization.

14-25

Test your knowledge

Read the story on page 318How does Nau carry out the two basic kinds of

innovation—exploiting existing capabilities and exploring new knowledge?

Creativity is part of the organizational culture at Nau. How might Chris Van Dyke and Mark Galbraith encourage employees to make the most of failures?

14-26

Test your knowledge

The system-wide application of behavioral science to organizational effectiveness is called: A) organization development B) organization strategy C) organization systems D) leadership E) none of the above

14-27

Test your knowledge

Describe the six specific approaches to enlisting cooperation in the change process. In what situations would each be used?

14-28

Three-Stage Change Management Model

Unfreeze Realize current practices are inappropriate New behavior must be enacted Performance gap - the difference between actual

performance and desired performance Move

Institute the change Force-field analysis - an approach to implementing Lewin’s

unfreezing/moving/freezing model, involving identifying the forces that prevent people from changing and those that will drive people toward change

Refreeze Strengthen new behaviors that support the change