Models Test

Question 1

Assessing people, profit and planet (assessing business performance

Answer 1

Elkington’s triple bottom line

Question 2

Measure the future sustainability of a business

Answer 2

Elkington’s triple bottom line

Question 3

Used to determine strategic direction in terms of a firm’s product portfolio and target markets

Answer 3

Ansoff Matrix

Question 4

Growth through allocation of limited resources (efficiency)

Answer 4

Greiner’s model of growth (stage 4)

Question 5

Growth through creativity, frequent communication through management and employees, concentrating on intrapreneurship rather than management,

Answer 5

Greiner’s model of growth (stage 1)

Question 6

Growth through direction, sustainable growth through strong directional leadership

Answer 6

Greiner’s model of growth (stage 2)

Question 7

Distinguishes one country’s culture from another, explores how cultural differences within the workforce can affect the behaviour of companies

Answer 7

Hofestede’s national culture

Question 8

Short termism vs Long termism

Answer 8

Hofestede’s national culture, short term performance vs long term performance

Question 9

Different attitudes to risk taking, low levels of uncertainty avoidance indicate a willingness to accept more risk and embrace change.

Answer 9

Hofestede’s national culture, uncertainty avoidance

Question 10

Power is held by just a few individuals, whose influences spread throughout the organisation.

Answer 10

Handy’s theory of culture, power culture

Question 11

Based on rules, employees know their responsibilities, employee’s power is determined by their position in the organisational culture.

Answer 11

Handy’s theory of culture, role culture

Question 12

Low concern for task and people - minimal effort on management

Answer 12

Blake Moulton Grid - Impoverished management

Question 13

Medium concern for people and task, comprises made to achieve acceptable performances

Answer 13

Blake Moulton Grid - Middle of the road management

Question 14

For businesses to be good corporate citizens, e.g. contribute to society.

Answer 14

Carroll’s CSR pyramid, Philanthropic responsibility

Question 15

Responsibility to be profitable, this money can be pumped back into society

Answer 15

Carroll’s CSR pyramid, Economic responsibility

Question 16

The task itself is key to employee motivation

Answer 16

Hackman and Oldham’s model of job design

Question 17

How much freedom does an employee have within their tasks

Answer 17

Hackman and Oldham’s model of job design, Autonomy

Question 18

How many different skills and talents does the job require.

Answer 18

Hackman and Oldham’s model of job design, Skill variety

Question 19

Communicating effectively why change is needed, and educating the misconceptions about the change. Needs to be employed over a long period of time.

Answer 19

Kotter and Scheslinger’s model of overcoming resistance to change, Education and communication

Question 20

Most employees will need support to help them cope with change, e.g. additional training, mentoring and listening to concerns.

Answer 20

Kotter and Scheslinger’s model of overcoming resistance to change, Facilitation and support

Question 21

Giving people who resist change - an incentive to change or give them a chance to leave, often used in delayering.

Answer 21

Kotter and Scheslinger’s model of overcoming resistance to change, Negotiation and bargaining

Question 22

A strategic planning and management system used to ensure that a business’s activities are linked to it’s vision statement.

Answer 22

Kaplan and Norton’s Balanced Scorecard

Question 23

Internal business processes.

Answer 23

Kaplan and Norton’s Balanced Scorecard, how efficiently a business manages operations.

Question 24

Financial

Answer 24

Kaplan and Norton’s Balanced Scorecard, how a business is regarded by owners and shareholders.

Question 25

By pursuing a low cost or cost leadership strategy, a firm sets out to become the lowest cost producer in the industry, by benefiting from EOS.

Answer 25

Porter’s generic strategies, Low cost/cost leadersjip

Question 26

In order to compete a firm must make sure it’s products differ from competitor’s products, through increased sales volume, product durability, after-sales service, branding/marketing.

Answer 26

Porter’s generic strategies, Differentiation

Question 27

A strategy of focus on one or more market segments, e.g. niche markets

Answer 27

Porter’s generic strategies, Focus

Question 28

Argues a firm must make a choice about which strategy to employ otherwise they may risk being stuck in the middle = no competitive strategy,

Answer 28

Porter’s generic strategies, Porter

Question 29

Positioning a product at the highest price levels, where customers buy the product because of the high perceived value. Used for luxury brands

Answer 29

Bowman’s strategic clock, Focused differentiation

Question 30

Monopoly Pricing

Answer 30

Bowman’s strategic clock, there is only one business offering the product, therefore prices can be increased.

Question 31

Analyses the competitive environment in which a business operates

Answer 31

Porter’s Five forces

Question 32

Forces for local responsiveness

Answer 32

Bartlet and Ghosal strategy model, do customers in each country expect the product to be adatped to meet local needs, do domestic competitors have an advantage based on their ability to be more responsive.

Question 33

Forces for local responsiveness

Answer 33

Bartlet and Ghosal strategy model, how important is the standardisation of the product in order to operate efficiently, is consistent global branding required in order to achieve international success.

Question 34

Transnational strategy, e.g. Unilever

Answer 34

Bartlet and Ghosal strategy model, HIGH pressure for local responsiveness and Global intergration

Question 35

Multi domestic strategy, e.g. MTV

Answer 35

Bartlet and Ghosal strategy model, High pressure for local responsiveness and Low pressure for global integration. Decision making decentralised, aims to meet market needs.

Question 36

The higher the use of authority by the manager the lower freedom for subordinates.

Answer 36

Tannenbaum and Schmidt continuum

Question 37

Low market share in low growth markets, e.g. Co-op

Answer 37

Boston Matrix, Dogs, not worth investing in and shares are seen as unattractive.

Question 38

Low market share in high growth markets, e.g. Nintendo.

Answer 38

Boston Matrix, Question marks, substantial investment to grow market share vs rivals.

Question 39

Workers could be described as individuals who dislike work and avoid it where possible. Lack ambition and prefer to be led.

Answer 39

McGregor’s Theory X and Y, Theory X

Question 40

Workers seek responsibility, consider effort as work as just important as rest.

Answer 40

McGregor’s Theory X and Y, Theory Y