theories in business Flashcards
strategic drift
strategic drift happens when a strategy of a business is no longer relevant to the external environment
Hofstede’s national culture ( def)
categorised different cultures of different nationalities
six cultural differences - Hofstede
power distance
individualism v collectivism
long term orientation
uncertainty avoidance
masculinity v femininity
indulgence v restraint
handy’s cultural models
handy identified four classes of organisational culture
power culture
role culture
task culture
person culture
lewins force field analysis
provides an overview of the balance between driving change and resisting change
kotter and schlesinger - overcoming barriers to change
- education and communication
- participation and involvement
- facilitation and support
- co-operation and manipulation
5.negotiation and bargaining - explicit and implicit coercion
kotter and Schlesinger - resistance to change
1.self interest
2.low tolerance of change
3.misinformation and misunderstanding
4.different assessment of the situation
Barett and Ghoshal international strategy (def)
strategic options for business wanting to manage their international operations based on two pressures : local responsiveness and global integration
global strategy
low local responsiveness
high global integration
transnational strategy
high local responsiveness
high global integration
international strategy
low local responsiveness
low global integration
multidomestic strategy
high local responsiveness
low global integration
greiner’s growth model crisis’s ( LACRI)
- leadership
2.autonomy
3.control
4.redtape - internal growth
greiner’s growth model : growth phases (CDDCCE)
- creativity
- direction
- delegation
- coordination
- collaboration
- alliances
bowman’s strategic clock positions
- low price and low added value
2.low price - hybrid
4.differentiation
5.focused differentiation - risky high margins
7, monopoly pricing - loss of market share
two overall business strategies - porter’s generic strategy
1.differentiation
2. cost
Ansoff matrix 4 segments
market penetration (ex ex )
market development (ex new)
product development (ex new)
diversification (new new )
ansoff matrix two axis
products
markets
porters 5 forces
threat of new entrants
bargaining power of suppliers
power of customers
threat of substitutes
determinants of intensity of rivalry
carroll’s corporate social responsibility pyramid layers
- economic
- legal
3.ethical
4.philanthropic
Kaplan and Norton’s balanced scorecard 4 perspectives :
- financial
- customer
- internal process
- learning and growth
Elkington’s triple bottom line 3 aspects :
profit
planet
people
taylor’s motivational theory (financial)
set targets
rewards employees who meets target
piece rate, paying per unit of output
Maslow’s hierarchy of needs 5 needs
- psychological
2.safety
3.social
4.esteem - Self actualisation
Hackman and Oldman’s job design , 5 characteristics
- skill variety
- task identity
- task significance
4.autonomy - feedback from managers
Boston matrix 4 products
star (H H)
cash cow ( L H)
question mark (L H)
dog (L L)
Blake mouton grid 5 types of leadership :
- Team leader (H H)
- country club (L H)
- middle of the road ( middle )
- impoverished leader ( L L)
- Produce or perish (H L)
Blake Mouton two axis
concern for people
concern for task
Tannenbaum Schmidt left to right
- tells
- sells
3.consults - joins
Herzberg’s two factors
Hygiene and motivating factors
Herzberg’s two factors
Hygiene and motivating factors
Herzbergs motivators
Responsibility at work
Meaningful work
Training and development
Achievement and recognition
Herberg’s Hygine factors
Pay and other financial rewards
Working conditions
Appropriate supervision
