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63 Cards in this Set
- Front
- Back
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What are Hofstede's 5 classifications of national culture? |
Power Distance is the extent to which members accept and expect that power is distributed unequally. Uncertainty avoidance, low or high risk tolerance Individualism is the extent to which people feel independent, as opposed to being interdependent Masculinity & femininity, is the extent to which the use of force in endorsed socially Time orientation, ie Japan have long orientation or patience
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Peters and Waterman identified five aspects of successful teams |
The numbers should be small; inevitably each member will then represent the interest of their section/ department. The team should be of limited duration, and exist only to resolve this particular task. Membership should be voluntary. Communication should be informal and unstructured, with little documentation and no status barriers.It should be action-oriented. The team should finish with a plan for action not 'just a form of words'. |
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Schwinn suggests a group is? |
Group that: Interacts Psychologically aware of one another Perceives themselves as a group |
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What are Tuckmans 4 stages of development? |
Forming Storming Norming Performing |
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What are Belbins three types of team role's and three subsets? |
Action oriented role's; Completer finisher - gets the job done Implementer - turns ideas into actions Shaper - dynamic People orientated role's; Teamworker - builds cohesion Resource investigator - opportunities Coordinator - delegates well Cerebral role's; Plant, thoughtful Monitor evaluator, logical PLUS Specialist |
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How can you manage intergroup conflict |
Confront the situation Third-party involvement Training Team member rotation Superordinate goals, a method of challenging team members to work together |
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What common characteristics did Vaill say high performance teams have? |
Clarification of purpose & objectives Commitment Teamwork, focused on job in hand Strong clear leadership New methods |
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Name some terms associated with role Theory? |
Role ambiguity Role conflict Role incompatibility Role signs, ie dress codes, uniform role set, people who support the leader role behaviour |
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Name the four elements to strategic management and assessing the global environment |
Strategy formulation Competitive advantage The competitive environment Competitor analysis |
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Three levels of strategy are? |
Corporate Business Operational or functional |
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Name the two types of strategy? |
Rational, top down formal rigld Emergent, mintzberg, dynamic, reactive |
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Mission statement explains what 3 w's? |
Why we exist Whom do we exist for What are we producing
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A mission statement provides |
Focus to the organisations direction |
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What's the difference between a vision and a mission statement? |
A mission statement explains the organisations current focus. A vision statement states our desired future impact. |
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What makes up the Boston group matrix? |
HG HMS Stars, hold divest build HG LMS Question mark, build Harvest, divest LG HMS Cash cow - hold, build, Harvest LG LMS Dogs - harvest, divest, niche |
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What kotler & Armstrong's four levels of competitor? |
Brand competitors, similar size and product, is Pepsi coca cola Industry competitors, similar products but some other difference Form competitors, similar but not the same industry, is theatre and cinema Generic competitors, different industry but competing for the same disposable income of customers, IE cars against holidays |
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What are the five stages of Maslow Human Relations pyramid? |
Self fulfillment Ego Social Safety Basic |
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What are porters five forces |
Power of supplier's Power of buyers Threat New entrants Threat Substitutes Competitive Rivalry (centred) |
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PESTLE |
Political Economic Social Technological Legal Environmental |
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Porter's diamond |
Demand conditions Strategy & Structure Factor conditions (resources) Related supportive industries ='s the countries competitive advantage |
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What are the four V's of big data |
Volume Variety Veracity (Quality) Velocity |
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Name three Classical management theories |
Taylor scientific management Weber Bureauracratic management Fayol Administrative management |
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Explain herzberg motivational hygiene factors |
hygiene factors Prevent dissatisfaction Environment, wages, supervision Motivators Increase motivation Responsibility, advancement, recognition |
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McGregor's Theory is |
Theory x, people dislike work Theory y, people want to work |
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Blake and Moultons managerial grid axis are |
Concern for self Concern for production |
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What are Mintzbergs 5 ps of strategy |
Plan Ploy Pattern Position perspective |
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In resource based strategy what do core competencies become over time? |
Threshold |
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Explain the components of the value chain |
Inbound logistics Operations Outbound logistics Marketing & sales Service With services that do not add value flattened, HR, Technology, procurement |
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Max Webber's three bases for authority are |
Charismatic authority, individuals personality Traditional authority, custom and practice Rational - legal authority, hierarchical position |
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Ravens five basis of power |
Reward power Coercive power, penalties Referent power, charisma Expert power Legitimate power, leader has the right to influence |
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What can't be delegated |
Responsibility |
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Types of leaders include |
Charismatic, traditional, situational, appointed, functional |
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John adair's action centred leadership has the three following core management responsibilities |
Achieving the task managing the team or group managing individuals |
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Control and the schools of management |
Classical routine procedures Scientific, job analysis and time study Human Relations interpersonal influence Contingency, tailored |
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Types of organisational control? |
Health and safety Discipline and grievance Dismissal and redundancy Fairness in the workplace i. E. Equal ops Appraisal systems |
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Dismissal can be made for the following reasons |
Conduct Capability Redundancy Breach of statutory Duty Other substantial reason |
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drucker suggested objectives should be set for areas where performance and resources have Direct influence on aims such as: |
Profitability Managerial performance Worker performance Public responsibility |
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What are the four perspectives of a balanced scorecard |
Financial Customer Internal business process Innovation and learning |
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Carson theorised that shared leadership is facilitated by an environment with which three dimensions |
Shared purpose Social support Voice ie the degree to which team members have input into the teams operating methods |
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Senior and Fleming identified the usefulness of change agents as helping the organisation: |
Define the problem Examine the root cause and solution To arrive at alternative solutions Implement Solutions Embed change and the ability to manage change |
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Torrington of Weightman identified four types of change experience |
Imposition Adaptation, is a change in attitude or behaviour at the behest of others Step Incremental |
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Four types of Change |
Rear acronym Revolution, big bang Evolution Adaptation, incremental realignment Reconstruction, realignment |
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Senge five core competencies are: |
Shared Vision Personal mastery Team learning Systems thinking Mental models, deeply ingrained assumptions |
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Lewin's force field is made up of? |
Restraining forces Driving forces |
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Beer & Nigeria theory E or theory O strategies are? |
Theory E change strategies are where shareholder value is the main concern Theory O change strategies involve a soft approach to change through individual and organisational learning |
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Project constraints are? (Triangle) |
Time Cost Quality |
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What are the five stages of project management |
Initiation Planning Executing Controlling Closing |
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Eight characteristics of a project are? |
Stakeholders uniqueness objectives resources quality uncertainty finiteness change |
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What methods are there to deal with risk? |
acceptance Reduce. Low impact high probability Transfer high impact low probability Avoidance
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Managing Conflict in Thomas Kilmann matrix model |
avoiding accommodating Competing collaborating |
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Johnson and Scholes cultural web are made up of the following 7 |
Power structures organisational structure control system rituals and routines stories and myths symbols paradigm |
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Handy's cultural four types are? |
Power spiders web entrepreneur role Greek temple, Bureauracratic task, specific teams, projects person. Barrister |
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Successful Negotiation includes which four elements |
Preparation Opening bargaining closing |
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Cialdinis six principles of implements are? |
Reciprocity commitment and consistency social proof liking Authority scarcity |
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Elements of transaction cost Theory |
Site physical Human asset Dedicated asset brand-name Temporal |
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McKinsey's 7s model consists of which 3 hard and which 4 soft S's? |
HARD S's structure strategy systems SOFT S's Style staff Skills shared Vision |
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Johnson and Scholes cultural web is made up of which elements? |
The paradigm, what the organisation is about control systems organisational structures power structures symbols rituals and routines stories and myths |
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Adair's action centred leadership managers must what? |
Managers must control the needs of the task, individual and group |
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Five functions of management identified by fayol are? |
Planning controlling coordinating commanding organising |
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Edgar schein stated three levels of culture what are they? |
Artifacts which are the characteristics of an organisation and can be easily viewed or heard Values a deeper level to the superficial artifacts that contribute to the organisational culture i.e the mindset Assumed values can't be measured but add to culture include beliefs |
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Processes in PRINCE2 |
Directing a project Starting up a project Initiating a project Planning Controlling a stage Managing stage boundaries Managing project delivery Closing a project |
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Kotter & Schlesinger approaches to dealing with resistance |
Participation Education and communication Power or coercion Facilitation and support Manipulation and co-option Negotiation |
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Mainwaring strategies managing conflict |
Stimulation & orchestration Suppression Reduction Resolution |
