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Open Innovation Research Development Open Innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology. Commercialization Co m pa ny Bo un da ri New Market Current Market Research or Idea es Co mp y an Bo u s rie a nd
The balanced scorecard is a strategy performance management tool – a semi-standard structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. Balanced Scorecard Mission, Vision and Strategy Processes Finances Potential Customers Objective Value Variable Initiative
Six Boxes Resources Tools, materials, technology, equipment, improved lighting, adequate project budgets, suppliers, etc. Better healthcare system, more physical exercises, more relaxation time, stress management, better dietary habits, etc. Recognition, performance based pay, bonuses, benefits, job security, prestige of position, chances for advancement, etc. Structure Logical reporting relationships, management support, quality inputs, logical steps to follow, realistic policies, meaningful mission statement, etc. Information Capacity Six Boxes Motives Knowledge Feedback on your performances, clear standards, customer feedback, reliable data, reference materials, etc. Training, job aids, coaching, mentoring, OJT, continuing education, etc. The six-box model is a generic framework developed by the American analyst Marvin Weisbord to assess the functioning of organizations. The sixboxes that make up the model are: Purposes, structure, relationships, rewards, leadership, and helpful mechanisms.
Internationalization Strategy The Lem, Van Tulder, and Geleynse Model helps companies plan tasks and activities associated with international expansion or conquering new markets. Secondary Motivations Globally Mixed Transnational Regional Local Intrinsic Multi Domestic Widespread Mixed Degree of Coordination Focused Degree of Coordination Trade Strategic Local Primary Motivations Mixed Global Extrinsic Tactical
Bridges Transition Model The Bridges Transition Model is a model that helps a business or person with organizational change. The strength of this model is that it focuses on the transition to change. It's this transition that's often uncomfortable for people, leading to resistance. Neutral Zone New Beginnings Anger Confusion, Excitement Fear Apathy, Motivation Sadness Frustration Energy Productivity during transition Ending Time
Capital Asset Pricing Model (CAPM) Expected Return Capital Market Line Ideal Market Portfolio Inferior Portfolio & Individual Assets Risk Free % Efficient Frontier Expected Risk In finance, the capital asset pricing model is a model used to determine a theoretically appropriate required rate of return of an asset, to make decisions about adding assets to a well-diversified portfolio.
The managerial grid model is a style leadership model. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y. Managerial Grid Main focus on interpersonal relationships • Work atmosphere is friendly • Setting goals is secondary • Slower work tempo Impoverished Management • Least effective management style • Minimum effort to get work done • Not focused on employees or tasks 9 Balance between work performance and employee willingness to compromise. needs with 1. 9 9. 9 Team Management 8 Concern for Employees • 7 6 5 • Optimal management style • Adapts to situation • Common goals for all employees • High employee performance 5. 5 Task Management 4 3 2 LOW Country Club Management HIGH Middle-of-the-road Management 1 1 LOW 9. 1 2 3 4 5 Concern for Production 6 7 8 9 HIGH • Focus is on deliverables • Employees are A commodity • Results oriented
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