3.4 Influences On Business Decisions Flashcards

1
Q

What is short termism?

A

Business prioritises short term rather than long term performance

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2
Q

What is long termism?

A

Business prioritises long term rather than short term performance

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3
Q

What are the short termism measures?

A
  • share price
  • revenue growth
  • gross and operating profit
  • unit costs and productivity
  • return on capital employed
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4
Q

What are the long termism measures?

A
  • market share
  • quality
  • innovation
  • brand reputation
  • employee skills and experience
  • social responsibility and sustainability
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5
Q

Why might businesses be concerned with short term performance?

A
  • stock market (investor) focus on latest financial performance
  • reliance on bonuses based on short term performance
  • frequent changes in leadership and strategy (e.g through takeover)
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6
Q

What are the possible indicators of short termism?

A
  • bonuses based on short term objectives
  • low investment into R&D
  • high dividend payments rather then reinvesting profits
  • overuse of takeovers rather than internal growth
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7
Q

What are the subjective based approaches to decision making?

A
  • Based on intuition
  • quick
  • hard to justify for decisions involving significant risk
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8
Q

What are the evidence based approaches to decision making?

A
  • based on data and analysis
  • time consuming and costly no guarantee of correct decision
  • increasingly common and automated supported by big data and data analysis
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9
Q

What is evidence based decision making?

A

Decisions based on analysis and evaluation of evidence and adopting a systematic approach rather than intuition

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10
Q

What is big data?

A

Process of collecting and analysing large data sets from the traditional and digital sources to identify trends and patterns that can be used in decision making

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11
Q

What are the key business applications of big data?

A
  • generating market insights
  • security of business systems is improved
  • more efficient management of capacity
  • better decision making
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12
Q

Reasons for exponential growth for big data?

A
  • logistics → transportation systems etc
  • retail e-commerce data bases
  • user interaction with websites and mobile apps
  • social media apps
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13
Q

What is data mining?

A

Process of analysing data from different perspectives and summarising it into useful information

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14
Q

Benefits of effective data mining?

A
  • identify previously unseen relationships between data sets
  • better predict future trends and behaviours
  • extract value from big data sets
  • generate business actions built on data insights
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15
Q

How does data mining improve competitiveness?

A
  • sales forecasting
  • database marketing
  • market segmentation
  • e commerce basket analysis
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16
Q

What is company culture?

A

The norms and values of a business
Charles handy describes it as the way we do things around here

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17
Q

What factors affect culture?

A
  • influence of the leader
  • size and development stage of the business
  • leadership and management style
  • organisational structure, policies and practices
  • external environment
  • working environment
  • attitude of organisation to risk taking and innovation
  • employee reward structures
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18
Q

Features of weak culture?

A
  • little alignment with business values
  • inconsistent behaviour
  • a need for existence bureaucracy and procedures
  • demotivated workforce
  • poorly managed
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19
Q

Features of strong culture?

A
  • source of competitive advantage
  • clear set of values mission and goals
  • performance orientated
  • encourages suitable risk taking
  • strong internal communication
  • engaged employees
  • better connection between depts and divisions
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20
Q

What are handys 4 classes of culture?

A
  • power
  • tasks
  • role
  • person
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21
Q

What is power culture?

A
  • control radiates from the centre
  • power is concentrated among few
  • few rules and little bureaucracy
  • swift decisions are possible
  • flat hierarchy
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22
Q

What is role culture?

A
  • delegated authorities within a defined structure
  • hierarchical bureaucracy
  • power derives from a persons position
  • little scope for expert power
  • tall hierarchy
  • can’t take as many risks and many layers of senior leadership
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23
Q

What is task culture?

A
  • teams are formed to solve particular problems
  • power derives from expertise as long as a team requires expertise
  • each team sets own objectives (risky)
  • matrix organisational
  • no single power source
  • effectiveness depends on group dynamic
  • can increase productivity
24
Q

What is persons culture?

A

People believe themselves to be superior to the business
- business full of people with similar training background
- common in firms of professionals
- power lies in each group

25
Q

Reasons to change culture to improve performance?

A
  • declining profits and sales
  • inadequate returns on investment
  • low quality or standards of customer service
26
Q

Reasons to change culture to respond to change?

A
  • market changes
  • political and legal environment
  • change in societal views
  • change in ownership
  • change of management
  • economics conditions
27
Q

Signs that a changing culture is needed?

A
  • internal conflicts
  • high levels of voluntary staff turnover and hard to retain skilled workers
  • greater absenteeism
  • processes become more bureaucratic
  • innovation is no longer valued
  • evidence of declining customer service
  • ## leadership show double standards or decision making is incnsistnet
28
Q

Why is it difficult to change an established culture?

A

They consist of:
- set of goals
- roles
- processes
- values
- communications practices
- attitudes
- assumptions

29
Q

who are the internal stakeholders?

A
  • owners
  • employees
  • shareholders
30
Q

who are the external stakeholders?

A
  • suppliers
  • customers
  • local community
  • government
  • pressure groups
  • creditors
31
Q

what are the approaches a business can take to influence decision making?

A
  • stakeholder approach
  • shareholder approach
32
Q

why might stakeholder objectives conflict?

A

the objectives of shareholders in particular conflict with other stakeholders

33
Q

what is a shareholder approach?

A
  • profit based objectives
    • increasing share price
    • higher dividend payments
34
Q

why might a shareholder approach be problematic?

A

short termism thinking - conflicts with some other stakeholder objectives

35
Q

what is a stakeholder approach?

A
  • considers all stakeholder objectives on business decisions
  • may be more ethical - wider ranging objectives
  • communicates with stakeholder groups
36
Q

why might a stakeholder approach be problematic?

A

more long-termism - may ignore profitability and shareholders reducing possible investment

37
Q

what might an owners/shareholders objective be?

A
  • profit and dividends
  • return on investment
  • growth
  • proper running of the business
38
Q

what might an employees objective be?

A
  • fair wages
  • job security
  • safe working environment
  • promotion opportunities/motivational factors
39
Q

what might a customers objective be?

A
  • product quality
  • value for money
  • customer service
40
Q

what might a suppliers objective be?

A
  • financial stability
  • long term profitable trade with business
41
Q

what might a local commuunities objective be?

A
  • jobs
  • environmentally friendly - laws and regulation (noise and pollution)
42
Q

what might a govt objective be?

A
  • collection and payment of taxes
  • create jobs
  • compliance with legislation
43
Q

what might a banks/creditors objective be?

A
  • on time repayments of loans and investment
  • profitability and cash flows of the business
  • growth and profits and value of business
44
Q

what is ethics?

A

moral guidelines which govern acceptable behaviour

45
Q

what is ethical behaviour?

A

doing what is morally right

46
Q

benefits of being ethical?

A
  • higher revenues
  • improved brand recognition and awareness
  • better employee motivation
  • new sources of finance eg ethical investors
47
Q

what are the drawbacks of being ethical?

A
  • higher costs sourcing from fair trade suppliers rather than lowest price
  • higher overheads e.g training and communication of ethical policy
  • a danger of building up false
48
Q

what are ethical issues a business may have to face?

A
  • location (cheap labour but exploited)
  • ethical suppliers
  • bribery and corruption
  • selling tactics (persuading customers to buy)
49
Q

why is there a trade off between ethics and profit?

A
  • labour may be more costly
  • ethical raw materials
  • eliminate corruption=paying tax
  • higher prices = loss of sales
  • damages growth which may make people less likely to invest
50
Q

how is reward and pay an ethical issue?

A
  • are the additional skills of senior managers worth the extra pay?
  • pay motivates employees
  • pay attracts new employees
  • pay can maximise productivity
51
Q

what are some current ethical concerns?

A
  • the gender pay gap
  • minimum wages
  • executive bonuses
52
Q

what is CSR?

A

corporate social responsibility -> involves conducting business activity in an ethical way and balancing the interests of shareholders with those of the wider community

53
Q

what are examples of CSR?

A
  • protecting the environment
  • sustainable resources
  • responsible marketing
  • responsible customer service
54
Q

what are the advantages of CSR?

A
  • gain a comp advantage
  • improves brand loyalty/ image and reputation
  • attracts investors
  • attracts customers through positive publicity
  • improves employee motivation
  • attracts skilled workers
  • adds value
55
Q

what are the disadvantages of CSR?

A
  • high costs = concerned shareholders
  • stifles innovation
  • cost passed onto customer is forms of a high price
  • puts smaller businesses at a disadvantage