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CIMA S > E3 > Flashcards

E3 Flashcards

1
Q

Strategy

A

a course of action; including the specification of resources required; to achieve a specific objective

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2
Q

Strategic plan

A

statement of long-term goals along with a definition of the strategies and policies which will ensure achievement of these goals

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3
Q

Strategy approaches

A

Accounting led; market led; competence led

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4
Q

Johnson & Scholes strategy

A

long term direction; scope; strategic fit; resources and competences; values and expectations of stakeholders

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5
Q

Public sector 3 Es

A

effectiveness; efficiency; economy

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6
Q

Levels of strategy

A

Corporate; business; operational / functional

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7
Q

Johnson & Scholes strategic management

A

choice; implementation; analysis (CIA)

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8
Q

Rational model

A

large; stable; long lead time; experience

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9
Q

Logical incrementalism

A

small steps to get to conscious end goal

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10
Q

Free-wheeling opportunism

A

taking opportunities as they arise

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11
Q

Crafting emergent strategies

A

manage stability; detect discontinuity; know the business; manage patterns; reconcile change and continuity

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12
Q

Bounded rationaliry

A

not possible to have perfect knowledge

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13
Q

Fiduciary responsibility

A

act in good faith

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14
Q

Agency theory

A

act in best interest of their principal

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15
Q

Mission (campbell and gold)

A

reason; strategy; behavious and values; (RSVP)

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16
Q

Porters competitive advantage of nations

A

Factor conditions; related and supporting industries; demand conditions; strategy structure and rivalry; (and government)

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17
Q

Porters five forces

A

bargaining power of suppliers; bargaining power of customers; threat of new entrants; threat of subsitute products; competitive rivalry (and government)

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18
Q

Limitation of 5 forces

A

not useful in changing environment; focuses on profitability; ignores impact of gov; some industries are collaborative; implies at war with customers

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19
Q

Type of stakeholder

A

internal (staff); external (gov etc.); connected (shareholder; lenders; customers; suppliers)

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20
Q

Mendelows matrix

A

minimal effort; keep informed; keep satisfied; key player

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21
Q

Resolving conflict (Cyert and March)

A

satisfcicing; sequential attention; side payments; power

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22
Q

7 ways gov can affect an industry

A

capacity expansion; demand; divestment; control; create entry barriers; competition policy; product regulation

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23
Q

Braithwaite and Drahos actors

A

Supranational organisations; e.g. EU; Organisations of states; e.g. Arab League; Individual states; Business organisations; e.g. Chambers of Commerce; Confederation of British Industry; Corporations; Non-governmental organisations; e.g. British Standards Institute; Mass public; Knowledge based communities; e.g. CIMA; Mumsnet; WI

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24
Q

Types of competitor

A

brand; industry; form; generic

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25
Q

competitor response profiles

A

laid back (no response); selective; tiger (aggressive); stochastic (no predictatble pattern)

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26
Q

CSR dimensions

A

legal; economic; ethical; philanthropic

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27
Q

Triple bottom line

A

profit; people; planet

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28
Q

Threats to compliance

A

self-interest; self review; advocacy; intimidation; familiarity

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29
Q

Ethical stances

A

short term shareholder; long term shareholder; multiple stakeholder obligation; shaper of society

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30
Q

9Ms model

A

manpower, money, management, machinery, markets, material inputs, methods, management information, make-up

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31
Q

Competences

A

Threshold - must have; core / unique - competitive advantage

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32
Q

CSF

A

What we must do well to succeed

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33
Q

KPI

A

How you are doing against a CSF

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34
Q

Product life cycle

A

Intro; dev; growht; shakeout; maturity; decline

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35
Q

BCG matrix

A

Stars; cash cows; question marks; dogs

36
Q

Value chain (porter)

A

support - firm infra; tech dev; HRM; procurement. Primary - inbound log; operations; outbound log; marketing and sales; service

37
Q

Value shop

A

Value chain for service providers

38
Q

Cultural web (Johnson and scholes)

A

Myths and stories; power and relationships; symbols and titles; control systems; organisational structure; rituals and routines

39
Q

Earl IT strategy

A

Information systems (IT dev with bus needs); Information Technology (selection; use and mgmt of IT); information management strategy (those involved in its use)

40
Q

Strategic IS grid

A

Strategic; Turnaround; Support; Factory

41
Q

Web techniques

A

Mashups; competence syndicate; network effects

42
Q

Human capital

A

assets in terms of people: knowledge; intelligence; etc.

43
Q

Structural capital

A

infrastructure; proecesses etc.

44
Q

Nonaka and Takeuchi knowledge mgmt cycle

A

Socialisation (tacit to tacit); externalisation (tacit to explicit); combination (e to e); internalisation (e to t)

45
Q

5Cs of foresight

A

communication; concentration; co-ordination; consensus; commitment

46
Q

Delphi method

A

Group of experts converge on an answer annoymously

47
Q

Morphological analysis

A

systematic analysis of a large scale problem using matrix to identify plausible outcomes

48
Q

Real options

A

follow on; delay; abandon

49
Q

Types of gap

A

demand; distribution; product; competitive

50
Q

Three generic strategies

A

Cost leadership; differentiation; focus

51
Q

Ansoffs matrix

A

Product dev; market dev; market pen; diversification

52
Q

Weihrichs TOWs matrix

A

SO - short term; ST & WT - medium term; WO - long term

53
Q

BCG matrix strategy

A

build share; hold; divest; harvest

54
Q

Methods of strategy development

A

Internal; acquistion or disposal; strategic alliance

55
Q

Evaluating strategy

A

Suitable; acceptable; feasible

56
Q

Balanced scorecard

A

Customer; financial; innovation and learning; internal

57
Q

Strategy mapping

A

indicate how lower level objectives feed into higher level outcomes

58
Q

Goold and Campbell

A

Strategic planning (centralised); Financial control (decentralised); strategic control (middle ground)

59
Q

Strategic mgmt accounting (keith ward)

A

outward and forward looking

60
Q

Performance pyramid (mcnair; lynch and cross)

A

internal and external effectiveness

61
Q

Fitzgerald and moon models

A

Results and determinants framework; building blocks model (dimensions; standards; rewards)

62
Q

Benchmarking

A

internal; competitior; process / activity

63
Q

Paradigm blindness

A

way we do things is best because we’ve always done it

64
Q

Poor design of targets

A

tunnel vision; sub optimisation; myopia; misrepresentation; misinterpretation; gaming; ossification; measure fixation

65
Q

Change adept organisation

A

Imagination to innovate; professionalism to perform; openness to collaborate

66
Q

Lewins model of change

A

unfreeze; change; refreeze

67
Q

lewins force field analysis

A

driving forces and restraining forces

68
Q

Lewin 3 c’s

A

communicate; consult; councsel. Pace manner scope

69
Q

Balogun and hope hailey

A

Adaptation; evolution; reconstuction; revolution

70
Q

Greiners growth model

A

evolution and revolution

71
Q

McKinsey 7S

A

Strategy; structure; systems; skills; staff; styles; shared values

72
Q

5 styles of change management

A

education and communication; collaboration / participation; intervention; direction; corecion

73
Q

Building teams (tuckman)

A

forming; storming; norming; performing

74
Q

Belbins 8 roles

A

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

75
Q

Theory E; Theory O

A

E - economic change strategies; O - organisational change strategies

76
Q

Reardon and Rowe

A

logical; inspirational; supportive; commanding

77
Q

Overcoming resistance (kotter and schelsinger)

A

education and communication; collaboration / participation; facilitation and support; negotiation and agreement; manipulation and co-option; corecion

78
Q

Managing decline

A

retrenchment; turnaround; divestment; liquidation

79
Q

Market / Customer focused org

A

needs; features; benefits

80
Q

acquistion and retention

A

personalisation; mass customisation; extranets; online communities

81
Q

Strategic customer (johnson and scholes)

A

person whom strategy is primarily addressed

82
Q

Six markets model

A

internal; suppliers; recruitment; referral; influence; customer

83
Q

e procurement

A

e-sourcing; e-purchasing; e-payment

84
Q

inventory days

A

inv/cost of sales x 365

85
Q

residual income

A

net profit of a division after deduction of notional charge based on amount of investment tied up

86
Q

EVA (economic value add)

A

net operating profit after tax - capital charge (WACC x net assets)

CIMA S (3 decks)

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