theorist and models Flashcards
what are the four things of the Boston matrix
problem child, dog, star, cash cow
what are the axes on the Boston Matrix
growth on the Y axis, share on X-axis
what is a problem child
low market share, high market growth
what is a dog
low market growth, low market share
what is a star
high market share, high market growth
what is a cash cow
high market share, low market growth
two categorisations of correlation
strong correlation and weak correlation
stages of the product life cycle
R&D, introduction, growth, maturity, decline
axes of inventory control charts
stock on the y-axis and time on the x-axis
what does an inventory control chart show
the reorder level
what are core job characteristics in hackman and Oldham
skill variety, task identity, task significance, autonomy, feedback
stages of Maslow’s Hierarchy of Needs
physiological, safety, social, esteem, self-actualisation
what is the philosophy of Taylor
financial rewards - piece rates, commission, performance-related pay, bonuses
Herberg two factor theory
hygiene and motivators
hygiene factors
pay, working conditions
motivators
task variety, delegation, important and interesting tasks
ansoff’s matrix axes
product, old and new, market, old and new
what are Mayo’s key ideas
Workers motivated by having social needs met
Workers should work in teams
Managers should have greater involvement in employee’s working life
what is the old market, old product AM
market penetration
what is a new product, old market AM
product development
new market, old product AM
market development
a new product, new market AM
diversification
porters generic strategies
cost leadership, cost focus, differentiation, differentiation focus
stages of Bowman’s clock
- Low price and low added value
- low price
- hybrid
- differentiation
- focus differentiation
- risky high margins
- monopoly pricing
- loss of market share
which numbers are bad on Bowman’s clock
6,7,8
axes on Bowman’s clock
y = perceive value x = price
what is the first phase of growth GGM
creativity
what is the first crisis of growth GGM
leadership
what is the second phase of growth GGM
direction
what is the second crisis of GGM
autonomy
what is the third phase of growth of GGM
delegation
what is the third crisis of GGM
control
what is the fourth phase of growth GGM
co-ordination
what is the fourth crisis of growth GGM
red tape crisis
what is the fifth phase of growth GGM
collaboration
what is the fifth crisis of growth GGM
growth
what is the sixth phase of growth GGM
alliances
what are the axes of stakeholder mapping
stakeholder interest and stakeholder power
high interest and high power SM
key players
low interest and high power SM
keep satisfied, meet their needs
low power and high-interest SM
show consideration
low power and low-interest SM
least important
axes of market mapping
x = price y = quality
SWOT analysis
strengths, weaknesses, opportunities and threats
What in SWOT is internal
strengths and weaknesses
what in SWOT is external
opportunities and threats
Kaplan and Norton
measuring vision and strategy through financial, customer, learning and growth and internal business processes
Elkington’s triple bottom line
people, planet, profit
Kotter and Schlesinger’s reason for resistance to change
self interest, prefer the status quo, differing views, misunderstanding and fear
Kotter and Schlesinger - how to overcome resistance to change
- education and communication
- participation and involvement
- facilitation and support
- negotiation and bargaining
- manipulation and co-option
- explicit and implicit coercion
two forces in Lewin’s force field model
driving forces and restraining forces
four classes of culture in the Handys model
power, role, task, person
power model
power radiates from a few individuals, found in entrepreneurial organisations, few rules/ little bureaucracy, decision making is swift
role model
people clearly delegated authorities, highly defined structure role, typically detailed organisational structure, decision making slow
task model
team are formed to solve particular problems no single power source power drives from expertise matrix organisation team may develop own objectives
person culture
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
what are the cultural differences in Hofstede’s national cultures
power distance uncertainty avoidance individualism and collectivism masculinity/feminity long term orientation
individual and collectivism
the extent to which individuals believe they should look after themselves rather than be team players
power distance index
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
uncertainty avoidance
the extent to which employees feel threatened by ambiguity and the extent to which they like rules and a defined career structure
masculinity/femininity
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
long term orientation
this refers to how long-term employees are in their thinking, which will affect their planning and attitude to investment
what are the four phases of strategic drift
incremental change, strategic drift, flux, transformational change or death
when does strategic drift occur
when the strategy of a business is no longer relevant to the external environment facing it
porters five forces
power of suppliers power of customers competitive rivalry the threat of new entrants threat of substitutes
promotional mix
advertising, PR personal selling direct marketing sales promotion
types of economies of scale
managerial
technical
purchasing
marketing
