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52 Cards in this Set
- Front
- Back
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Maslow's hierarchy of needs |
Physiological Safety Love/belonging Esteem Self actualisation |
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Herzbergs's motivation hygiene theory |
Job dissatisfaction (hygiene) = job context: working conditions, interpersonal relations, organisational policies and salary Job satisfaction= job content: sense of achievement, recognition, responsibility, advancement and personal growth |
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McClelland's Acquired Needs Theory |
Need for achievement Need for affliction Need for power |
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Motivation theory concepts |
Content: What motivates people? Process Theories: How is motivation activated and how does it work? Practice: What can be done in organisations to motivate people? |
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Motivation theories |
McClelland's Acquired Needs Theory Herzberg's motivation hygiene Theory Maslow's Hierarchy of needs |
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Motivation issues in case study |
Sales team incentive both for the sales team and the other teams
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Tuckman's stages of team development |
Forming: initial orientation Storming: conflict over tasks and teamwork Norming: consolidation around task and operating Performing: teamwork and focused task performance Adjourning: task completion and disengagement |
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Teamwork issues in the case study |
At the storming stage , they are a formed team but need to understand each other and be more cohesive. |
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Norms |
Behaviours. rules or standards expected to be followed by team members. |
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Strategic Management environments |
Monopoly - no comp Oligopoly - small number of comp Hypercompetition - several players who directly compete |
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Porters Five Forces |
New Entrants Suppliers Buyers industry Competition Substitute Products |
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Drucker's five questions |
What is our business mission? Who are our customers? What do our customers consider value? What have been our results? What is our plan? |
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Strategic Management |
Identify (mission , goals) Analyse (internal , external) Revise (mission) Implement (systems, leadership) Evaluate (review, control) |
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Business level of strategy |
How a certain division will compete in its product domain. |
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Corporate level of strategy |
Long term for the whole enterprise |
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Strategic business unit level of strategy |
Major business unit that operates with some autonomy. |
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Functional level of strategy |
Activities for one specific area |
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Cost leadership |
Broad, low price |
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Focused low cost |
Narrow , low price |
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Differentiation strategy |
Broad, uniqueness |
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Focused differentiation |
Narrow, uniqueness |
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Communication Model |
Shannon-Weaver |
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Communication process |
Information source - encoder- channel - decoder - destination |
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Hierarchy of Media Richness |
face to face , video conference , telephone , instant messaging , email , weblogs , newsletters etc |
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To remember for communication |
Effective communication Noise Feedback Perception |
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Media Richness people |
Daft and Lengel |
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Communication issues in the case study |
No communication between the four teams Lack of feedback from Barbara Someone like James could help to bridge the gap between the teams |
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Iowa Studies - Kurt Lewin Leadership style theory |
Autocratic - demanding and aggressive Democratic - involves staff in decision making although has the final say Laissez-Faire - laid back and has minimal involvement in decision making |
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Hershey-Blanchard Leadership Model |
Participating Selling Delegating Telling |
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Participating |
They are able to do the task but unwilling and they need more support from the leader |
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Delegating |
Followers able and willing , fully aware that they can do the task and they don't need a lot of support to do it. |
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Selling |
Convincing them that they can do it as they are able to but they need to be sold that they can do it. |
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Telling |
Unable and unwilling , need both support and guidance. |
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Difference between a leader and a manger |
"managers do things right, while leadersdo the right thing" Bennis and Nanus |
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SWOT |
Strengths and Weaknesses (internal) Opportunities and threats (external) |
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Human resource management process |
Attract a quality workforce Develop a quality workforce (training and development) Maintaining a quality workforce (performance appraisal , benefits , compensation. |
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Globalisation in the case study |
The option of outsourcing in comparison to keeping the company 100% and gaining from this. If they where to outsource the company would have to be culturally aware to what country they outsource to. |
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Human Resource Management in the case study |
Development of a team atmosphere and increase in job satisfaction and put in place processes to maintain this. |
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Human Resource Management Process |
Review mission then review HR objectives and strategies. Compare current HR (internal) and forecast HR needs (external). Develop and implement human resource plans to match people and jobs. |
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Lewin's three step model for change |
Unfreezing - realise behaviours are not effective Changing - identify more effective ways of behaving Refreezing - creating acceptance for new behaviours. |
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Corporate social responsibility |
Corporate self-regulation that builds sustainability and public interest into business decision making and activities. |
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Quadruple bottom line |
Economic Environmental Social Cultural |
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Top-Down Change |
Change initiatives come from senior management; strategic initiatives |
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Bottom-Up Change |
Change initiatives come from all levels in the organisation; from throughout the organisation |
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Lewin's Force Field Analysis Model (Change management) |
Driving forces - push organisations towards change Restraining forces - resistance to change , blocking the change process |
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Force-coercion strategies |
Power bases of formal authority and use the rewards or punishments to pursue change. Fast change but a temporary change. |
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Rational Persuasion strategies |
bring about change through persuasion, backed by special knowledge through data , show benefits through data. |
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Shared Power strategies |
Comes from the people , identifying values and goals and from there the change will naturally emerge. Long-term approach , slower but lasts longer. |
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Competitive Advantage |
Allows an organisation to deal with market and environmental forces better than its competitors. |
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Autocratic |
Demanding and aggressive |
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Democratic |
Involves staff in decision making although has the final say |
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Laissez-Faire |
Laid back and has minimal involvement in decision making |
