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BUSINESS > theorist and models > Flashcards

theorist and models Flashcards

1
Q

what are the four things of the Boston matrix

A

problem child, dog, star, cash cow

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2
Q

what are the axes on the Boston Matrix

A

growth on the Y axis, share on X-axis

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3
Q

what is a problem child

A

low market share, high market growth

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4
Q

what is a dog

A

low market growth, low market share

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5
Q

what is a star

A

high market share, high market growth

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6
Q

what is a cash cow

A

high market share, low market growth

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7
Q

two categorisations of correlation

A

strong correlation and weak correlation

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8
Q

stages of the product life cycle

A

R&D, introduction, growth, maturity, decline

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9
Q

axes of inventory control charts

A

stock on the y-axis and time on the x-axis

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10
Q

what does an inventory control chart show

A

the reorder level

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11
Q

what are core job characteristics in hackman and Oldham

A

skill variety, task identity, task significance, autonomy, feedback

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12
Q

stages of Maslow’s Hierarchy of Needs

A

physiological, safety, social, esteem, self-actualisation

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13
Q

what is the philosophy of Taylor

A

financial rewards - piece rates, commission, performance-related pay, bonuses

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14
Q

Herberg two factor theory

A

hygiene and motivators

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15
Q

hygiene factors

A

pay, working conditions

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16
Q

motivators

A

task variety, delegation, important and interesting tasks

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17
Q

ansoff’s matrix axes

A

product, old and new, market, old and new

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18
Q

what are Mayo’s key ideas

A

Workers motivated by having social needs met
Workers should work in teams
Managers should have greater involvement in employee’s working life

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19
Q

what is the old market, old product AM

A

market penetration

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20
Q

what is a new product, old market AM

A

product development

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21
Q

new market, old product AM

A

market development

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22
Q

a new product, new market AM

A

diversification

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23
Q

porters generic strategies

A

cost leadership, cost focus, differentiation, differentiation focus

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24
Q

stages of Bowman’s clock

A
  1. Low price and low added value
  2. low price
  3. hybrid
  4. differentiation
  5. focus differentiation
  6. risky high margins
  7. monopoly pricing
  8. loss of market share
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25
Q

which numbers are bad on Bowman’s clock

A

6,7,8

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26
Q

axes on Bowman’s clock

A 
y = perceive value 
x = price
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27
Q

what is the first phase of growth GGM

A

creativity

28
Q

what is the first crisis of growth GGM

A

leadership

29
Q

what is the second phase of growth GGM

A

direction

30
Q

what is the second crisis of GGM

A

autonomy

31
Q

what is the third phase of growth of GGM

A

delegation

32
Q

what is the third crisis of GGM

A

control

33
Q

what is the fourth phase of growth GGM

A

co-ordination

34
Q

what is the fourth crisis of growth GGM

A

red tape crisis

35
Q

what is the fifth phase of growth GGM

A

collaboration

36
Q

what is the fifth crisis of growth GGM

A

growth

37
Q

what is the sixth phase of growth GGM

A

alliances

38
Q

what are the axes of stakeholder mapping

A

stakeholder interest and stakeholder power

39
Q

high interest and high power SM

A

key players

40
Q

low interest and high power SM

A

keep satisfied, meet their needs

41
Q

low power and high-interest SM

A

show consideration

42
Q

low power and low-interest SM

A

least important

43
Q

axes of market mapping

A

x = price y = quality

44
Q

SWOT analysis

A

strengths, weaknesses, opportunities and threats

45
Q

What in SWOT is internal

A

strengths and weaknesses

46
Q

what in SWOT is external

A

opportunities and threats

47
Q

Kaplan and Norton

A

measuring vision and strategy through financial, customer, learning and growth and internal business processes

48
Q

Elkington’s triple bottom line

A

people, planet, profit

49
Q

Kotter and Schlesinger’s reason for resistance to change

A

self interest, prefer the status quo, differing views, misunderstanding and fear

50
Q

Kotter and Schlesinger - how to overcome resistance to change

A
  1. education and communication
  2. participation and involvement
  3. facilitation and support
  4. negotiation and bargaining
  5. manipulation and co-option
  6. explicit and implicit coercion
51
Q

two forces in Lewin’s force field model

A

driving forces and restraining forces

52
Q

four classes of culture in the Handys model

A

power, role, task, person

53
Q

power model

A

power radiates from a few individuals, found in entrepreneurial organisations, few rules/ little bureaucracy, decision making is swift

54
Q

role model

A

people clearly delegated authorities, highly defined structure role, typically detailed organisational structure, decision making slow

55
Q

task model

A 
team are formed to solve particular problems
no single power source
power drives from expertise
matrix organisation
team may develop own objectives
56
Q

person culture

A

people believe themselves to be superior to the business
business full of people with similar training, background and expertise
power lies in each group of individuals
success depends on retaining key personnel

57
Q

what are the cultural differences in Hofstede’s national cultures

A 
power distance
uncertainty avoidance
individualism and collectivism
masculinity/feminity 
long term orientation
58
Q

individual and collectivism

A

the extent to which individuals believe they should look after themselves rather than be team players

59
Q

power distance index

A

the extent to which a society accepts that power is distributed unequally. In countries where PDI is low they will usually have decentralised organisations, whereas countries with a high PDI usually accept more centralised, hierarchical structures

60
Q

uncertainty avoidance

A

the extent to which employees feel threatened by ambiguity and the extent to which they like rules and a defined career structure

61
Q

masculinity/femininity

A

this refers to the dominant values in the organisations. Masculine is focused on assertiveness and money and feminine is focused on concern for others and the quality of relationships

62
Q

long term orientation

A

this refers to how long-term employees are in their thinking, which will affect their planning and attitude to investment

63
Q

what are the four phases of strategic drift

A

incremental change, strategic drift, flux, transformational change or death

64
Q

when does strategic drift occur

A

when the strategy of a business is no longer relevant to the external environment facing it

65
Q

porters five forces

A 
power of suppliers
power of customers
competitive rivalry 
the threat of new entrants
threat of substitutes
66
Q

promotional mix

A 
advertising, 
PR
personal selling 
direct marketing 
sales promotion
67
Q

types of economies of scale

A

managerial
technical
purchasing
marketing

BUSINESS (25 decks)

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