3M - Running head 3M Efficiency vs Innovation 1 3M...

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Running head: 3M Efficiency vs. Innovation 1 3M Efficiency vs. Innovation MBA530 Organizational Behavior Douglas Silber February 13, 2011 Kelly Bruning Saint Leo University
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2 3M Efficiency vs. Innovation Abstract Minnesota Mining and Manufacturing (3M) is a company with an interesting past when it comes to the decisions methods offered to their employees. While being proud of their innovative and creative past, 3M has had different views by different presidents of the company when it came to the best decision making programs to employ. In the paper, I will discuss the use of innovation and creativity versus the use of efficiency programs, specifically the Six Sigma program, and how this program affected the 3M model. Programmed versus nonprogrammed decisions will be discussed as well as rational, bounded rationality, and garbage can decision making models.
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3 3M Efficiency vs. Innovation 3M Efficiency vs. Innovation There are both advantages and disadvantages to implementing an efficiency program versus encouraging and reinforcing creativity and innovation and Minnesota Mining and Manufacturing (3M) is a great example of a company to show those advantages and disadvantages. When Richard McKnight was the president of 3M, he introduced to the company his 15 Percent Rule giving the employees of the company the freedom of creativity, innovation, and expression. According to Nelson (2011), “McKnight created the company’s 15 Percent Rule, which still encourages technical employees to spend as much as 15 percent of their time pursuing their own ideas”. (Organizational Behavior, p. 363). This freedom of creativity and innovation paid off as noted through inventions such as Masking tape, Scotchgard, and Post-it Notes, all of which were created by employees of 3M. When James McNerney entered as CEO of 3M in 2000, he implemented an efficiency
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3M - Running head 3M Efficiency vs Innovation 1 3M...

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