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Cima Management > E2 Project and Relationship MGMT > Flashcards

E2 Project and Relationship MGMT Flashcards

1
Q

Mintzberg’s Five Ps

A 
Plan
Pattern
Ploy
Position
Perspective
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2
Q

Levels of Strategy

A

Corporate
Business
Operational

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3
Q

Emergent Strategy

A

Manage stability
Detect discontinuity
Manage patterns
Reconcile change and continuity

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4
Q

Prescriptive Schools

A

Design school
Planning school
Positioning school

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5
Q

Design School

A

Conception

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6
Q

Planning School

A

Formal

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7
Q

Positioning School

A

Analytical

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8
Q

Descriptive Schools

A 
Environmental 
Cognitive
Entrepreneurial
Power
Cultural
Learning
Configuration
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9
Q

Environment

A

Reactive

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10
Q

Cognitive

A

Mental

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11
Q

Entrepreneurial

A

Visionary

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12
Q

Power

A

Negotiation

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13
Q

Cultural

A

Collective

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14
Q

Learning

A

Emergent

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15
Q

Configuration

A

Transformation

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16
Q

Benefits of rational approach to strategy

A 
Long term view
Identifies key strategic issues
Goal congruence
Communicates responsibility
Co-ordinates SBUs
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17
Q

Problems with rational approach to strategy

A 
Not dynamic
Bureaucratic and inflexible
Difficulty getting participation
Impossible in uncertain environments
Stifles innovation and creativity
Complex and costly
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18
Q

Objectives for Not For Profit organisations

A

Effectiveness
Efficiency
Economy

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19
Q

Porter’s three generic strategies

A

Cost leadership - low price
Differentiation - innovation
Focus - on small part of market

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20
Q

Bowman’ strategic clock

A 
1 low price/low value
2 low price
3 hybrid
4 differentiation
5 focused differentiation
6 increased price/std product
7 high price/low value
8 low value/std price
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21
Q

Positioning view

A

“Outside in”

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22
Q

Resource-based view

A

“Inside out”

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23
Q

Porter’s value chain

Support activities

A

Firm infrastructure
Technology development
HR mgmt
Procurement

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24
Q

Porter’s value chain

Primary activities

A 
Inbound logistics
Operations
Outbound logistics
Sales & Marketing
Service
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25
Q

PESTEL

A 
Political
Economic
Social
Technology
Environment
Legal
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26
Q

LoNGPEST

A

Local
National
Global

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27
Q

Porter’s five force analysis

A 
New entrants
Competitor rivalry
Substitutes
Power of buyers
Power of suppliers
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28
Q

Porter’s diamond

A

Factor conditions
Related & supporting industries
Firm strategy, Structure & Rivalry
Demand conditions

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29
Q

Big Data

Characteristics

A

Velocity
Volume
Variety

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30
Q

Levels of competitors

A

Brand
Industry
Form
Generic

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31
Q

Types of power

A 
Reward
Coercive
Referent
Expert
Legitimate
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32
Q

Types of authority

A

Charismatic
Traditional
Rational-legal

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33
Q

Weber

A

Bureaucratic Management

Specialisation
Hierarchy
Rules
Impersonality

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34
Q

Elton Mayo

A

Human Relations school

Psychological contract
Showing interest in workers
Team work increasing motivation
Good communications/relations

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35
Q

Frederick Herzberg

A

Hygiene factors

Motivating factors

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36
Q

Hygiene factors

A 
Policies for staff treatment
Level of supervision
Pleasant working conditions
Appropriate level of salary and status
Team working
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37
Q

Motivational factors

A 
Sense of achievement
Recognition of good work
Increased responsibility
Career advancement
Attraction of the job
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38
Q

Maslow

A 
Hierarchy of needs
Self fulfilment
Ego
Social
Safety/security
Basic/physiological
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39
Q

Douglas McGregor

A

Theory X - lazy

Theory Y - enjoy their work

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40
Q

Kurt Lewin

A

Leadership styles
Authoritarian
Democratic
Laissez-faire (leaves group to get on)

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41
Q

Blake and Mouton managerial grid

A

X axis - concern for people
Y axis - concern for production

(9,1) task orientated
(1,9) country club
(1,1) impoverished
(5,5) middle road
(9,9) team
42
Q

Taylor

A

Scientific management

43
Q

Fayol

A 
Administrative management
Five functions of management
Planning
Organising
Co-ordinating
Commanding
Controlling
44
Q

Druker’s Five Fundamental Questions

A 
What is our mission?
Who is our customer?
What is our plan?
What are our results?
What does the customer value?
45
Q

The Equality Act (2010)

A 
Age
Disability
Gender reassignment
Civil partnership
Pregnancy & Maternity
Race
Religion
Sex
Sexual orientation
46
Q

Reasons for dismissal

A 
Conduct
Capacity
Statutory duty
Other substantial reason
Redundancy
47
Q

Types of organisational control

A

Personal centralised control
Bureaucratic control
Output control
Cultural control

48
Q

The Balanced Scorecard

A

Financial perspective
Internal business process
Learning & growth
Customer perspective

49
Q

Drucker’s key objectives

A 
Profitability
Innovation
Market standing
Productivity 
Financial & Physical resources
Managerial performance & development
Worker performance and attitude
Public responsibility
50
Q

Reward systems
Intrinsic
Extrinsic

A

Intrinsic - job satisfaction

Extrinsic - pay, working conditions

51
Q

Organisational Culture
“the way we do things around here’
Levels of culture

A

Artefacts & creations
Values
Basic assumptions

52
Q

Levels of culture

Artefacts & creations

A

Dress codes
Patterns of behaviour
Physical symbols (brand, logos)
Office layout

53
Q

Levels of culture

Values

A

Language
Behaviour
How people justify doing what they do

54
Q

Levels of culture

Basic assumptions

A

Beliefs on environmental issues

How people should be treated

55
Q

Influence on culture

A 
Size
Technology
Diversity
Age
History
Ownership
56
Q

The cultural web framework

A 
The paradigm
Control systems
Organisational structures
Power structures
Symbols
Rituals & Routines
Stories & Myths

Page 333

57
Q

Hofstede - Culture

A 
Power distance
Uncertainty avoidance
Individualism v collectivism
Masculinity v femininity 
Time orientation
58
Q

McKinsey 7-S model

A 
Strategy
Structure
Systems
Shared values
Skills
Styles
Staff
59
Q

Organisational iceberg

A 
Formal aspects (visible)
Behavioural aspects (hidden)
60
Q

Formal aspects (visible)

A 
Goals 
Technology
Procedures
Structure
Skills
61
Q

Behavioural aspects (hidden)

A 
Attitudes
Style
Communication patterns
Values
Feelings
Beliefs
62
Q

Benefits of groups

A 
Increased productivity
Synergy (2+2=5)
Improved focus & responsibility
Improved problem solving
Greater creativity
Increased satisfaction
Increased motivation
Improved info flows
63
Q

Problems with groups

A

Conformity
Abilene paradox
Group polarisation “risky shift”
Groupthink

64
Q

Team development

A

Forming
Storming
Morning
Performing

65
Q

Belbin - team roles

A 
Leader
Shaper
Plant
Monitor-evaluator
Resource-investigator
Company worker
Team worker
Finisher
66
Q

Belbin - leader

A

Co-ordinating, stable, dominating extrovert

67
Q

Belbin - shaper

A

Commuted to task, aggressive, anxious, dominant extrovert

68
Q

Belbin - plant

A

Thoughtful and thought provoking, high IQ

69
Q

Belbin - monitor-evaluator

A

Analyses others ideas, brings group down to earth, stable introvert, high IQ

70
Q

Belbin - resource-investigator

A

Adds to other’s ideas, social type of person

71
Q

Belbin - finisher

A

Unpopular but necessary individual, anxious introvert.

72
Q

Communication Noise

Environment/physical

A

Loud music

Difficult to read text

73
Q

Communication Noise

Physiological

A

Hearing loss
Poor eyesight
Speech impairment

74
Q

Communication Noise

Semantic

A

Different dialects
Language
Jargon
Words with several meaning

75
Q

Communication Noise

Psychological

A

Attitude

Anger/sadness may cause someone to lose focus

76
Q

Six principles of Influence

A 
Reciprocity 
Commitment
Social proof
Liking
Authority
Scarcity
77
Q

Influence

Reciprocity

A

Precious favours

78
Q

Influence

Commitment

A

Early commitment

Difficult to later withdraw support

79
Q

Influence

Liking

A

Building relationships with those you want to influence

80
Q

Influence

Authority

A

Getting backing from senior staff will encourage others to back you

81
Q

Influence

Scarcity

A

People need to know they could miss out

82
Q

Negotiating process

A
  1. Preparation
  2. Opening
  3. Bargaining
  4. Closing
83
Q

Emergent Strategy

A

Negotiation, bargaining and compromise rather than deliberate

84
Q

Opportunistic Strategy

A

New ideas introduced as opportunities arise

85
Q

Imposed Strategies

A

Forced by circumstances

86
Q

Cyert and March

Resolving stakeholder conflict

A

Satisficing
Sequential attention
Side payments
Exercise power

87
Q

Core Competencies

A

Areas in which the organisation must do well in order to keep ahead of its competitors

88
Q

Porter’s Competitor Analysis

Identifying competitor’s…

A

Strategy
Objectives
Assumptions about the industry
Resources and capabilities

89
Q

Vertical Integration

A

The supply chain of a company is owner by that company

90
Q

Brand competitors

A

Similar products,

Similar prices

91
Q

Industry competitors

A

Similar goods but different prices and not necessarily same size of structure

92
Q

Form competitors

A

Products satisfy the same needs although technically different

93
Q

Generic competitors

A

Compete for the same income

94
Q

Core competencies

A

Competitive advantage

95
Q

Threshold competencies

A

“Keep up” with competitors

96
Q

Mainwaring

Conflicting managing strategies

A

Stimulation & orchestration
Suppression
Reduction
Resolution

97
Q

Mainwaring

“Stimulation & orchestration”

A

Encourages conflict to generate new ideas, stimulates change

98
Q

Mainwaring

“Suppression”

A

Use or threatened use of authority or force

99
Q

Mainwaring

“Reduction”

A

Building on areas of agreement

100
Q

Mainwaring

“Resolution”

A

Eliminates root causes of conflict

101
Q

Vaill: High performance teams

A 
Clarification of broad purpose,
Commitment to purpose,
Teamwork focus on the task at hand,
Strong & clear leadership,
Generation of inventions

Cima Management (4 decks)

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