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67 Cards in this Set
- Front
- Back
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Likert's A-P spectrum. Point at which authority given over
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Participative (final stage)
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Likert's effective manager characteristics
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Blake and Mouton's magerial grid
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Spectrum of concern for people vs concern for task. Optimal is concern for both: "participative"
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Quinn. Culture grid. 4 sides
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Flexibility. Control. Inward looking. Outward looking
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Quinn. Culture grid. Inward looking / flexible
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Human relations culture (e.g. IT dept)
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Quinn. Culture grid. Outward looking flexible
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Open systems culture (e.g. media company)
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Quinn. Culture grid. Inward looking / controlled
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Internal process culture (e.g. call centre)
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Quinn. Culture grid. Outward looking / controlled
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Rational goal culture (e.g. supermarket)
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Comm. Morgan. Referred to businesses with…
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Metaphors
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Taylorism. 2 things to remember
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1. People motivated by money. 2. 1 best way to perform a task
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Mullins. Organisational iceberg
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10% overt. 90% covert
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McGregor. Manager's attitudes
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Theory X: inividuals dislike work, need coercion and punishment. Theory Y: work 'as natural as rest or play', all needed is incentive of reward
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Maslow. Hierarchy of needs. PSSSS
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Psychological. Safety. Social. Status. Self actualisation
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Maslow. The triangle. Cannot…
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…miss a need stage
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Herzberg. 2 factors in motivation
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1. Hygiene factors (absence will demotivate) 2. Motivating factors (presence will motivate)
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Tuckman. Stages of group development
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Forming. Storming (arguments required to set norms). Norming. Performing ("Form a Storm Norm! Perform!")
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Tuckman. How to reset the 4 stages
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Introduce a new member (per Big Brother)
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Belbin. Team roles Mn.
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Like Some Plants Every Resourced Company Takes Finishing Seriously
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Belbin. Leader
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Leader
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Belbin. Shaper
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Shapes leader's direction
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Belbin. Plant
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Forms ideas (seed)
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Belbin. Evaluator
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Critically analyses others' ideas (opposite to seed)
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Belbin. Resource investigator
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Picks up others' ideas and adds to them
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Belbin. Company worker
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Worker
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Belbin. Team worker
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Works with team in mind
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Belbin. Finisher
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Process chaser. Ensures tasks completed
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Belbin. Specialist
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Outside expert
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Belbin. Teams. What is needed
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All roles. In balance
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Kotler. Marketing mix
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Mix of variables to address target market (*age, gender etc?)
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Minzberg. 6 building blocks (IS MOST)
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Ideology. Strategic apex. Middle line. Operating core. Support staff. Technostructure
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Minzberg. 6 building blocks. Ideology
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Ideology
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Minzberg. 6 building blocks. Strategic apex
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Board
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Minzberg. 6 building blocks. Middle line
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Middle management
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Minzberg. 6 building blocks. Operating core
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Operations
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Minzberg. 6 building blocks. Technostructure
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Standardise processes and record (e.g. HR)
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Minzberg. 6 building blocks. Support staff
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Support staff (e.g. cleaning / cooking / litigation) Gen outsourced
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Fayol. 14 guiding principles of organisational structure
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Fayol. 14. Unity of command
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1 boss
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Fayol. 14. Unity of direction
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1 direction
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Fayol. 14. Esprit de corps
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Team spirit
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Mintzberg. 5 Ps of strategy
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Plan (instruction to follow). Ploy (tactic). Pattern. Position (i.e. in market). Perspective
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Johnson and Scholes. Characteristics of strategic decisions
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1. Set of lesser operational decisions. 2. Are feasible: scope matched to capabilities and environment
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Porter's 5 forces (of industry / product) (SECS C)
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(Outside industry) Suppliers. (potential) Entrants. Customers. Substitutes. (Inside industry) Competitors
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Kotler. 4 types of competitor (BIG F)
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Brand. Industry. Generic. Form
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Kotler. 4 response profiles (*?) (SLTS)
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Selective. Laid back. Tiger. Stochastic
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Performing resource audit: Porter's value chain
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Porter's value chain. Support activities (PITH)
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Procurement. Infrastructure. Tech development. HRM
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Porter's value chain. Primary activities (IS MOO)
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Inbound logistics. Service. Marketing & sales. Operations. Outbound logistics
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Porter's value chain
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How well support / primary activities support margin
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RPM. Mission. Mendelow stakeholder mapping
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Interest against power
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Mendelow's stakeholder mapping. Low power. Low interest
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A. Minimal effort
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Mendelow's matrix
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Stakeholder mapping
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Mendelow's stakeholder mapping. Low power. High interest
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B. Keep informed
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Mendelow's stakeholder mapping. High power. High interest
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D. Key players
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Mendelow's stakeholder mapping. High power. Low interest
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C. Keep satisfied
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Porter. 3 generic competitive strategies
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Cost Differentiation Focus
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Porter. Competion strategy. Cost leadership
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Cheapest
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Porter. Competion strategy. Differentiation
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Product considered unique
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Porter. Competion strategy. Focus / niche
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To part of market only (based on either cost or differentiation)
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Ansoff
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Matrix. Which product and market
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Ansoff's matrix. New product. Existing market
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Product development
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Ansoff's matrix. New product. New market
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Diversification
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Ansoff's matrix. Existing product. New market
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Market development
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Ansoff's matrix. Existing product. Existing market
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Market penetration
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Johnson and Scholes
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Characteristics of strategic decisions / 3 criteria for choosing strategy
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Johnson and Scholes. 3 criteria for choosing strategies (SAF)
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Suitability (ability to produce). Acceptability (to stakeholders). Feasibility (financial)
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Strategic plans. 3 matrices
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BCG. Mendelow. Ansoff
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