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25 Cards in this Set
- Front
- Back
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Ecosystems |
A complex web of interdependent enterprises and relationships aimed to create and allocate business valuep |
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Porters 5 Forces model |
Competitive rivalry Threat of new entrants Threat from substitutes Power of buyers Power of suppliers |
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Cost model |
Efficiency of the process Levels of activity Resources consumed during activities Price paid for resources |
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Cultural Iceberg |
Above the line (things you can see from outside the business) - Goals - Technology - Procedures - Structure - Skills
Below the line (things you see from inside the business) - Attitudes - Style - Communication Pattern - Values - Feelings - Belief |
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Levels of Culture |
Artefacts & creations Things that can be seen, heard and observed. View if the organisation that the public can experience. Values Can be identified from the stories and opinions of those within the organisation.Basic assumptions Beliefs so deeply embedded in a culture that members are no longer consciously aware of them |
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4 types of control |
Personal Centralised control Small business Decisions made by owner Entrepreneurial Control day to day through personal supervision Control day to day through personal supervision Bureaucratic control Formulised rules and policies Employees work to their job description Hierarchy procedures Output control Based on targets and results Sales focused organisations Clan/Cultural control Based round the same cultures, beliefs and values of employees Self control |
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Performance Appraisal |
T.A.R.A
Targets are set (personal and business targets) Actuals recorded (regularly monitored) Review (at end of period) Action plan (agree new targets for next period)
Manager can: rank 1-10 in Appraisal Unstructured system (informal chat) Self rating approach (rate yourself) 360° approach (upwards and downwards feedback) manager apprases individual, individual also apprises manager
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Groups |
Reference Group An individual does not currently belong to but wants to join Eg, committe or work group Self directed/autonomous Group Encouraged to manage own work and working practices |
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Disadvantages of a Group |
Conformity Individuals agree with decisions they think are wrong to avoid conflict Abilene Paradox Team can end up with an outcome noone wants Risky Shift Take risky decisions as have other people to share them blame/risk with Groupthink Dont critically evaluate ideas to avoid conflict therefore may not be the best decision for the team or organisation |
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Tuckman |
Forming - no one knows their roles or responsibilitys. Leader must provide direction and overall objective to the team Storming - conflict is expected. Still unclear on roles. People have their own points of view on what the overall objective should be. Once issued are resolved the team move into norming stage Norming - individuals know their roles. Leader should start to empower the team. leader takes democratic approach Performing -leader takes democratic approach. Achieve task objectives Dorming/Adjourning- team should be split now and assigned to a different task Tucker believed a team becomes more effective once their role in the team was understood |
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Belbin |
Requires a well balanced group of individuals with certain skills and personality types
Coordinator - Leading team, delegating, clarifying goals Shaper - Challenging. Takes the leaders ideas and makes them happen. 2nd in command. Promotes activity in the group. Plant - Thoughtful and creative. Problem solver. Creates ideas for the team. Monitor evaluator- critically analyse the group ideas making sure they are appropriate Resource-Investigator -Takes the group ideas and make them happen through their network of contacts. Outgoing, social & enthusiastic. Implementor (co-worker) - Admin person. Practicable, reliable & efficient Team Worker - creates positive atmosphere, resolves conflict within the team. Concerned with relationships in the group. Completer-Finisher - Hits the deadlines and chases people to make sure they do the same. Not really liked by the team. Specialist/Expert - May be needed if something arises which needs a solution. Eg, IT...system failure
9 roles are required to make an effective team (not 9 people, just 9 roles. One person can have multiple roles) |
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Vaill |
5 Cs Clarification of a purpose Commitment Complete the task at hand Clear leadership Creativity (new ideas) |
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Peter's and Waterman |
VAILS Voluntary Action Oriented (doers, make a plan, get it done) Informal Limited Duration Small groups |
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Group Conflict |
Inter-group Conflict between team members
Intra-group Conflict between two teams within an organisation Resolve conflict for inter-groupConfrontation 3rd party consultants Inter-group training Resolve conflict for intra-group Confrontation 3rd party consultants Intra-group training Member rotation to different teams Superordinate goals (make teams work together) |
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Communication |
S.E.C.D.R |
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Communication Types of Noise |
Environmental noise Background noise, loud music, people talking loudly, physically prevents the receiver from hearing the sender Physiological noise Bad hearing or poor eyesight Semantic noise When sender and receiver have different understand of the words Psychological noise When sender and receiver have different attitudes, eg, anger or sadness may cause them to lose focus |
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Principles of Influence Cialdini |
S.L.A.C.R.S Social Proof Liking Authority Commitment Reciprocity Scarcity (Fear Of Missing Out) |
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Influence |
Opening - Presenting starting positions and attempting to influence the other party Preparing - Getting to know the background to the problem and the likely constraints Bargaining - Attempting to narrow the gap between two initial positions Closing - Reaching agreement which is mutually beneficial |
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Vertical & Horizontal Conflict |
Vertical Status of power Usually between staff and managers Can be sorted with trade unions Horizontal Between group and depths at the same levels One may be rewarded and the other not Tasks may need to be completed but others on their level need to finish their work but cant start theirs until they do |
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May warring |
Conflict stimulation and orchestration Manager create conflict to make change Conflict suppression Short term Use of threats to cover up and avoid conflict Conflict reduction Compromise to reach an agreement between parties Conflict resolution Removing causes of conflict |
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Thomas kiln |
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Project triangle |
The three main constraints which restrict a project's progress Quality Time Cost |
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Project lifecycle |
Need a feasibility study, risk analysis & cost benefit analysis need to be done to decide to continue with project. Project initiation document is prepared Solution successfully delivers the identified requirements Implementation achieves objectives set out, control Completion business case has been achieved. Evaluation takes part here |
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5 project management processes I.P.E.C.C (ickle people electrocute celtic city) |
Initiation requirement is identified Planning detailed plans for time cost and quality Execution&Control plans are monitored and achieved along this stage Closing |
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Revenue Model |
Pricing policy Collection policy |
