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Description
Flashcards by Ashleigh-Jade Jones, updated more than 1 year ago
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Created by Ashleigh-Jade Jones
almost 7 years ago
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| Question | Answer |
| Leadership style (2 models, unit 2) | Tannenbaum Schmidt continuum Blake mouton grid |
| Tannebaum pic | Autocratic-> democratic Tell,sell,consult,delegate |
| Low, high Low, low High, high High, low (Blake mouton) | Country club Impoverished Team management Produce or perish |
| Scientific decision making tool | Decision tree |
| Assessing stakeholders | Stakeholder mapping |
| Stakeholder mapping Low, high Low, low High, high High, low | Keep satisfied Monitor Manage closely Keep informed |
| Analysing market | Market mapping |
| Product portfolio analysis model (Unit 3) | The Boston matrix |
| (The Boston matrix) Low, high Low, low High, low High, high | Question mark Dog Cash cow Star |
| Product life cycle (Unit 3) | Development Introduction Growth Maturity Decline |
| Inventory control chart pic | Inventory control chart |
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Break even chart pic
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Break-even chart |
| 3 theories of motivation (Unit 6) | Scientific management (Taylor) Hierarchy of needs (Maslow) Two factor theory (Herzberg) |
| Maslows hierarchy of needs | Self actualisation Self esteem Social Safety Physiological |
| Financial analysis (Unit 7) | Balance sheet Income statement |
| Assessing performance (2 models) | Kaplan & norton's balance scorecard model Elkington's triple bottom line |
| Economic conditions | Business cycle |
| Business cycle parts | Boom Recession (downturn) Slump Recovery (upturn) |
| Assessing businesses and social environment | Carroll's social responsibility pyramid |
| Carroll's CSR pyramid | Philanthropic Ethical Legal Economic |
| Marketing strategies | Ansoff's matrix |
| (Ansoff's matrix) New market, existing product New market, new product Existing market, new product Existing market, existing product | Market penetration Diversification Product development Market development |
| Positioning strategies | Porters strategic mix Bowmans strategic clock |
| (Porters strategic mix) Narrow market, cost advantage Narrow market, differentiation advantage Broad market, cost advantage Broad market, diversification advantage | Cost focus Differentiation focus Cost leadership Differentiation |
| Business growth | Greiners growth model |
| International strategies | Bartlett & Ghoshal's business strategies |
| (Bartlett & Ghoshal's) Low, low Low, high High, low High, high | International Global Multidomestic Transnational |
| Causes of change | Lewin force field analysis |
| Consequences of change | Kotter & Schlesinger's resistance to change AND ways of overcoming change |
| Job design | Hackman & Oldham |
| Hackman & Oldham | Skill variety Autonomy Job Feedback |
| Bowman's Strategic Clock | 1 & 2 Low Cost 3 Hybrid 4 & 5 Differentiation 6 Uncompetitive |
| Greiner's growth model | Phases: Creativity Direction Delegation Coordination Collaboration Crisis': Leadership Autonomy Control Red tape growth |
| Resistance to change (4 reasons) | self-interest misunderstanding low tolerance of change different assessments of change |
| Overcoming change (6 ways) | education & communication participation & involvement facilitation & support negotiation & agreement manipulation & co-option explicit & implicit coercion |
| Organisational culture | Handy's four main type of organisational culture |
| Handy's 4 organisational cultures | power role person task |
| National cultures | Hofstede's national cultures |
| Hofstede's national cultures | Masculinity/femininity Long-term orientation Power distance Uncertainty avoidance Individualism & Collectivism |
| Kaplan & nortons (4 sections) | Financial Learning & growth Customer Internal business process |
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