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Cima M > E2 > Flashcards

E2 Flashcards

1
Q

5 Ps of strategy

A

Plan; Pattern; Ploy; Position; Perception

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2
Q

Mission Statement

A

RSVP - Reason; Strategy; Values; Policies and Behaviours

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3
Q

Objectives

A

Smart and Saf (suitable; acceptable; feasible)

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4
Q

Resources and competencies

A

Theshold / basic resource; Threshold competency; unique resource; core competencies

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5
Q

Capabilities

A

Competitieve architecture; reputation; innovative ability; ownership of strategic assets

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6
Q

Porters value chain - support

A

Firm infra; tech dev; HRM; procurement

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7
Q

Porters value chain - primary

A

Inbound logistics; operations; outbound logistics; marketing and sales

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8
Q

Critical success factors

A

Johnson and scholes. Determeinie resources and competenices & identify areas to excel

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9
Q

3 generic strategies

A

Cost leader; differentiation; niche / focus

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10
Q

Ansoffs matric

A

market penetration; product dev; market dev; diversification

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11
Q

Logical incrementalism

A

change in small steps

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12
Q

emergent strategy

A

Mintzberg in favour of crafting

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13
Q

Mintzbergs organigram

A

Strategic apex; technostructure (advise core;standardise); support staff (support core; finance; admin etc); middle line; operating core

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14
Q

Positioning view

A

Compare to competitiors on price / products; look at market share

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15
Q

Resource view

A

VRIN (value; rarity; imitiability; non-substituability)

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16
Q

Drucker

A

Five fundamental questions

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17
Q

Mendelow matric

A

stakeholder engagement. Minimal; keep informed; keep satisified; make acceptable

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18
Q

Bowmans strategic clock

A

8 points

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19
Q

Mintzbergs strategy safari

A

design school etc.

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20
Q

Monetary policy

A

money supply e.g. credigt and interest rate

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21
Q

fiscal policy

A

taxation rates and gov spending

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22
Q

supply side policies

A

increase competition; increase efficiency; encourage firms to invest

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23
Q

types of protection

A

tariffs; import quotas; voluntary export restraint; export subsidy; trade embargoes; adminastive controls

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24
Q

Porters five forces

A

bargaining power of suppliers; threat of new entrants; bargaining power of customers; threat of subsitute products; competitive rivalry within an industrt

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25
Q

Porters competitor analysis

A

strategy; objectives; assumptions about the industry; resources and capabilities

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26
Q

Types of competitor

A

industry; brand; form; generic

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27
Q

BCG matrix

A

stars; question marks; cash cows; dogs

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28
Q

using bcg matrix

A

build share; hold; harvest; divest

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29
Q

Porters competitive advantage of nations

A

factor conditions; related and supporting industries; demand conditions; strategy structure and rivalry

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30
Q

Categories of power

A

legitimate; referent; expert; reward; coercive

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31
Q

Types of authority

A

traditional; rational-legal; charismatic

32
Q

Types of delegation

A

consultation; explanation; abdication; custom and practice

33
Q

Fayol

A

POCCC - planning; organising; commanding; co-ordinating; controlling

34
Q

Taylor

A

scientific managamgne

35
Q

Mayo

A

hawthorne effect - showing interst increases productivity

36
Q

Burns and Stalker

A

mechanistic; organic

37
Q

Woodward

A

task; technology; people; structure. Unit & small batch; large batch; process

38
Q

Mintzberg - role of manager

A

interperdonal; informational; decisional

39
Q

Adair

A

action - centered leadership

40
Q

Fred fielder

A

lLeast preferred co-worker test. Task oriented and relationship oriented leaders

41
Q

Hersey and blandford

A

maturity levels

42
Q

Blake and mouton

A

managerial grid. Country club; team; middle of the road; task manager; impoverished

43
Q

Ashbridge

A

Tells; sells; consults; joins

44
Q

Likert

A

exploitative authoritive; benevolent authoritative and conulsultative; participative

45
Q

Handys cultural types

A

Power (web); role (army); task (net); person (uni)

46
Q

Deal and kennedy

A

work hard play jard; tough guy macho; procee; bet the company

47
Q

Schein

A

levels of culture - artefacts; values; assumptions; norms

48
Q

Cultural web (Johnson & Scholes)

A

symbols & titles; power and relationshis; myths & stories; control systems; organisational structure; rituals & routines

49
Q

International perspectives on culture (Hofstede)

A

Power distance index; individualism; masculinity; uncertainty avoidance index; long term orientation

50
Q

Mckinsey 7 s

A

Hard S - strategy; structure; systems. Soft S - style; staff; skills; shared values

51
Q

Ouchis control

A

market control; personal control; beaurocratic control; output control; clan control

52
Q

Kaplan and Nortons balanced scorecard

A

financial; customer; internal processes; innovation and learning

53
Q

Miles and snow org types

A

defenders; prospectores; analysers; reactors

54
Q

Burce wayne tuckman

A

orming model

55
Q

Belbins roles

A

plant; resource investigator; chairman; shaper; monitor-evaluator; team worker; company worker; completer finisher; specialist

56
Q

Vail

A

high performing teams;

57
Q

Schein

A

rational economic man; social man; self-actualising man; complex man

58
Q

Douglas McGregor

A

Theory X and Theory Y (me)

59
Q

Maslow

A

Hierarchy of needs (self-actualisation; esteem; social; safety; physiological)

60
Q

Herzberg

A

hygiene and motivating factors

61
Q

Hackman and oldham

A

motivating personal score

62
Q

Vroom

A

expectancy theory. Valency x expectancy = force / motivation

63
Q

Mullins

A

economic reqards; intrinsic satisfaction; social relationships

64
Q

McClelland

A

affiliation; power; achievement

65
Q

Effective internal control

A

OAPSPASM - organisation; authorisation; personnel; segregation of duties; physical; arithmetic; supervisory; management

66
Q

Thomas-kilmann

A

avoidance; competition; compromise; accomodation; collaboration

67
Q

Handys strategies

A

environmental strategies; regulation strategies

68
Q

Cyert and march

A

satisficing; sequential attention; side payments; exercise of power

69
Q

Negotiation

A
  1. preparation; 2. opening phase; 3. bargaining phase; 4. closure phase
70
Q

Balogun and Hope-Hailey

A

adaption; evolution; reconstruction; revolution

71
Q

Kotter - transformation / change

A

establish a sense of urgency; form a powerful guiding coalition; create a vision; communicate; empower; plan; consolidate; institutionalise

72
Q

Lewin

A

unfreeze; move; refreeze

73
Q

Lewin & Schein

A

Driving forces; restraining forces

74
Q

Theory E and theory O. Beer and Nohria

A

economic; organisation

75
Q

4 d’s

A

define; design; deliver; develop

76
Q

Risk

A

transfer; avoid; reduce; accept

Cima M (3 decks)

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