models Flashcards
blake mouton grid
impoverish, middle of the road, team leader, country club, produce or perish
management concern for people compared to task
tannenbaum and schmidt continuum
tell sell suggest consult join delegate abdicate
management styles - boss centred and subordinate centred
stakeholder mapping
keep satisfied, manage closely, monitor (minimum effort), keep informed
stakeholder power and stakeholder interest
market mapping
various criteria used to judge products and see where each product is in the market compared to others, analyse where there are gaps
7P’s
people product price process promotion physical environment place
boston matrix
cash cow old dog star question mark
based on market share and market growth
product life cycle
r&d introduction growth maturity extension strategy decline
hackman and oldham
skill variety
task identity
task significance
autonomy
feedback
keeping employees motivated
herzberg
hygiene factors and motivating factors
two factor theory in order to achieve motivation
maslow
self actualisation
self-esteem
love and belonging
safety and security
psychological needs
deficiency needs and growth needs
kaplan and nortons balanced scorecard
financial perspective
customer perspective
internal business process perspective
learning and growth perspective
elkingtons triple bottom line
planet
people
profit
SUSTAINABILITY
carrolls corporate social responsibility pyramid
philanthropic responsibilities
ethical responsibilities
legal responsibilities
economic responsibilities
porters five forces
threat of new entrants
customer bargaining power
threat of substitutes
supplier bargaining power
internal competition (rivalry)
competitive strategy
ansoffs matrix
market penetration, market development, product development, unrelated/related diversification
new/existing
strategies for a business
porters’ strategies
cost leadership, cost focus, differentiation, differentiation focus
comparing competitive scope and competitive advantage
strategies for a business
bowmans clock
different strategies based on added value and price
greiners model of growth
the challenges that a business comes across in the management section as a business grows
bartlett and ghoshals
global strategy, transnational strategy, international strategy and multi-domestic strategy
based on levels of cost pressures and local responsiveness
lewins force field analysis
driving and restraining forces
reasons for resistance or willingness for change
Kotter and Schlesinger’s reasons for
resistance to change
self interest
prefer the status quo (no change)
misunderstanding and fear
differing views
all about reasons for resisting change within a business
Kotter and Schlesinger’s model of
overcoming resistance to change
education
coercion
participation
manipulation
facilitation
negotiation
ways to overcome empoylees’ resistance to change
Handys culture
power
role
task
person
all different types of culture within how a business runs its operations
hofstedes national cultures
power distance
uncertainty avoidance
long term orientation
masculinity
individualism
strategic drift
phase 1 - incremental change
phase 2 - strategic drift
phase 3 - lux
phase 4 - transformational change or demise
Taylors theory
money is the main force that motivates employees to work at a company
