Models Test Flashcards
Assessing people, profit and planet (assessing business performance
Elkington’s triple bottom line
Measure the future sustainability of a business
Elkington’s triple bottom line
Used to determine strategic direction in terms of a firm’s product portfolio and target markets
Ansoff Matrix
Growth through allocation of limited resources (efficiency)
Greiner’s model of growth (stage 4)
Growth through creativity, frequent communication through management and employees, concentrating on intrapreneurship rather than management,
Greiner’s model of growth (stage 1)
Growth through direction, sustainable growth through strong directional leadership
Greiner’s model of growth (stage 2)
Distinguishes one country’s culture from another, explores how cultural differences within the workforce can affect the behaviour of companies
Hofestede’s national culture
Short termism vs Long termism
Hofestede’s national culture, short term performance vs long term performance
Different attitudes to risk taking, low levels of uncertainty avoidance indicate a willingness to accept more risk and embrace change.
Hofestede’s national culture, uncertainty avoidance
Power is held by just a few individuals, whose influences spread throughout the organisation.
Handy’s theory of culture, power culture
Based on rules, employees know their responsibilities, employee’s power is determined by their position in the organisational culture.
Handy’s theory of culture, role culture
Low concern for task and people - minimal effort on management
Blake Moulton Grid - Impoverished management
Medium concern for people and task, comprises made to achieve acceptable performances
Blake Moulton Grid - Middle of the road management
For businesses to be good corporate citizens, e.g. contribute to society.
Carroll’s CSR pyramid, Philanthropic responsibility
Responsibility to be profitable, this money can be pumped back into society
Carroll’s CSR pyramid, Economic responsibility
The task itself is key to employee motivation
Hackman and Oldham’s model of job design
How much freedom does an employee have within their tasks
Hackman and Oldham’s model of job design, Autonomy
How many different skills and talents does the job require.
Hackman and Oldham’s model of job design, Skill variety
Communicating effectively why change is needed, and educating the misconceptions about the change. Needs to be employed over a long period of time.
Kotter and Scheslinger’s model of overcoming resistance to change, Education and communication
Most employees will need support to help them cope with change, e.g. additional training, mentoring and listening to concerns.
Kotter and Scheslinger’s model of overcoming resistance to change, Facilitation and support
Giving people who resist change - an incentive to change or give them a chance to leave, often used in delayering.
Kotter and Scheslinger’s model of overcoming resistance to change, Negotiation and bargaining
A strategic planning and management system used to ensure that a business’s activities are linked to it’s vision statement.
Kaplan and Norton’s Balanced Scorecard
Internal business processes.
Kaplan and Norton’s Balanced Scorecard, how efficiently a business manages operations.
Financial
Kaplan and Norton’s Balanced Scorecard, how a business is regarded by owners and shareholders.
