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SBL Flashcards

1
Q

three main leadership theories

A

Trait, behavioural and contingency

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2
Q

trait leadership theory

A

believes there are born leaders who possess certain traits

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3
Q

behavioural leadership theory

A

assumes that leaders gain a pattern of behaviour which enables them to be good leaders (tells, sells, consults, joins)

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4
Q

contingency leadership theory

A

reflects that different leaders emerge according to different situations (e.g. war presidents / peace time presidents)

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5
Q

two leadership styles

A

transformational and transactional

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6
Q

transformational leadership style

A

leaders who touch and transform others lives

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7
Q

transactional leadership style

A

focus on the goals and outcomes and achieving them

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8
Q

leadership attributes

A

vision, communication, passion and motivation, and flexibility

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9
Q

entrepeneurship

A

someone setting up a business, taking a risk and using their own money

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10
Q

intra-peneurship

A

an employee of an organisation coming up with an idea, not taking any risks

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11
Q

culture web

A

organisational structures, stories, symbols, power structures, routines/rituals and control systems

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12
Q

four types of strategic change

A

reconstruction, revolution, adaptation and evolution

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13
Q

reconstruction

A

big bang & realignment. Forced reorganisation with many changes

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14
Q

adaptation

A

incremental & realignment. change implemented in steps

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15
Q

revolution

A

big bang & transformation. occurs via lots of initiatives on many fronts

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16
Q

evolution

A

incremental & transformation. gradual changes

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17
Q

leadership in change JSW 5 methods

A

education/ collaboration/ facilitation/ negotiation/ manipulation/ coercion

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18
Q

professional bodies can

A

admit new members, award qualifications and expel members

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19
Q

acting in the public interest

A

making decisions for the greater good

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20
Q

corporate code of ethics

A

set by the business with references to each stakeholder group

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21
Q

american based ethics

A

Sarbanes - Oxley Act (SOX) is a rule based approach

22
Q

UK based ethics

A

principal approach ACCA

23
Q

ACCA code of ethics (5)

A

integrity, objectivity, professional competence& due care, confidentiality and professional behaviour

24
Q

disadvantages of ACCA code

A

ethic codes can not cover all situations and so accountants must have underlying understanding

25
Q

tuckers 5 Qs Model

A 
is the decision profitable?
is the decision legal?
is the decision fair?
is the decision sustainable?
is the decision right?
26
Q

nature of ethical threats

A

self interest threats, advocacy threats, familiarity threats, intimidation threats, self review threats

27
Q

external ethical safeguards

A

corporate governance regulations, anti money laundering regulations

28
Q

internal ethical safeguards

A

whistle-blowing, policies and procedures and corporate code of ethics

29
Q

when ethics fails

A

corruption is one of the greatest challenges

30
Q

corruption & bribery examples

A

buying votes, facilitating payments, buying votes and illicit payments

31
Q

corruption and bribery legislation

A

bribery act 2010 states that corporations must take liability to prevent scapegoating

32
Q

five aspects of globalisation

A

market globalisation, global communication, cost globalisation, government activity and global competition

33
Q

PESTEL

A

analyses the macro-environment, don’t need to use all aspects

34
Q

strategic drift

A

where a firm doesn’t stay up to date with external environment changes

35
Q

Porters diamond (will this allow the firm to be global)

A

factor conditions, demand conditions, related & supporting industries, strategy & structure & rivalry

36
Q

future environment

A

forecasting, scenario building and industry scenarios

37
Q

porters 5 forces (should i enter this market)

A

supplier power, buyer power, competitive rivalry, threat of substitution, and threat of new entry

38
Q

segmentation allows

A

to target more effectively: market seg, geographical seg and behavioural seg

39
Q

how to target (7)

A

price, product, promotion, placement, people, processes and physical evidence

40
Q

CSF

A

are essential and are measured by KPI’s

41
Q

SWOT

A

strength and weaknesses - internal

opportunities and threats - external

42
Q

knowledge management

A

making the knowledge in the firm available to everyone to increase workforce motivati9on

43
Q

learning organisation

A

facilitates the learning of all its members through testing and experimentation

44
Q

strategic capability refers to

A

resources & competences - core/threshold&unique

45
Q

threshold strategic capability

A

entry level resources and competences needed to be able to compete

46
Q

unique strategic capabilities

A

resources and competences allowing competitive advantage

47
Q

core strategic capabilities resources

A

9 M’s - money/ makeup/ machinery/ men/ management/ methods/markets /materials /management info

48
Q

core strategic capabilities competences

A

hard to imitate/ customer benefits/ provides access to markets

49
Q

value chain analysis

A

consists of primary and support activities

50
Q

primary activities directly affect value

A

inbound log, operations, outbound log, marketing&sales, service

51
Q

support activities do not directly affect value

A

firm infrastructure, human resource management, tech development and procurement

52
Q

value chain process

A

analysis of own chain
analysis of customer perceived value
identification of potential cost advantage
identification of value added

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