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Business Studies - Theme 3 > Influences On Business Decisions 3.4 > Flashcards

Influences On Business Decisions 3.4 Flashcards

1
Q

What are 5 key features of a long termist business?

A
  1. Family ownership or family-like corporate culture
  2. long term investment and focus on R&D
  3. investment into the workforce
  4. take corporate social responsibility seriously
  5. lean organisational hierarchy
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2
Q

what are the pros to a business being long termist? (4)

A
  1. Greater independence/ freedom
  2. positive impacts on society will increase reputation and add value to the business
  3. staff retention levels likely to increase
  4. time to establish brand image
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3
Q

what are the pros to a business being short termist? (4)

A
  1. Quick return if required, particularly for start ups/ poor performance businesses
  2. pre-empt and deals with immediate problems to enable them to grow quickly
  3. stay competitive
  4. keeps shareholder happy
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4
Q

what are corporate influences?

A

internal factors affecting business decisions (short versus long term)

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5
Q

what is short termism?

A

where a business prioritises short term rather than long term performance (quick financial rewards)

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6
Q

what are four factors that suggest a business is short termist:

A
  1. high sales volumes
  2. lots of investment from shareholders
  3. raising share prices
  4. costs being as low as possible
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7
Q

what are PLCs often under pressure to do?

A

to produce dividends for the shareholders

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8
Q

what are the certain performance measures which short termism emphasises? (5)

A
  1. share price
  2. revenue growth
  3. gross and operating profit
  4. unit costs and productivity
  5. return on capital employed (ROCE)
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9
Q

why might businesses be concerned with short term performance? (3)

A
  1. stock market (investors) focus on latest financial performance
  2. reliance on bonuses based on short term performance
  3. frequent changes in leadership & strategy (e.g. through takeover)
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10
Q

what are long termist businesses usually concerned over? (5)

A
  1. social audits - their positive effects
  2. Investment in R&D and innovation
  3. considers ethical behaviour of businesses
  4. quality of brand image
  5. staff are treated as an asset - spend lots on training
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11
Q

what is long termism?

A

the ability of a business to invest in projects over a long time

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12
Q

what are three effects of short-termism?

A
  1. reluctance to invest in capacity, training, R&D and image building advertising
  2. decisions which seem wise in the short term but not in the future
  3. performance reward systems may over-focus on short term gains, encouraging staff to achieve profit even at the expense of tomorrow
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13
Q

what are three causes of short-termism?

A
  1. short term focused performance measures such as earnings per share (EPS) as a way of judging the bonus level to be paid to the directors
  2. the threat of a takeover
  3. In the UK bosses are more likely to have a career based in finance, so don’t have much understanding of long term thinking
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14
Q

what is the definition of mittelstand?

A

the family owned small and medium sized businesses that are the backbone of the German economy

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15
Q

what is the definition of earnings per share?

A

company profits after tax divided by the number of shares issues; a rising EPS makes it easy to pay out rising dividends to shareholders

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16
Q

what is the definition of intuition?

A

deducing something from circumstances without any direct evidence

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17
Q

what is the definition of stock market index?

A

a weighted average of the share prices of many companies are added together, adjusted to equal 100, then measured for a percentage change over time

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18
Q

how is corporate culture formed? (5)

A
  1. CEOs and leaders and their leadership styles
  2. Size of the business
  3. Heroes/ founders
  4. mottos
  5. symbols
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19
Q

what are three factors influencing the culture of an organisation?

A
  1. market/ industries where they operate
  2. influence of the founder
  3. attitudes & approaches to decisions
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20
Q

what are handys four classes of culture?

A
  1. role
  2. power
  3. person
  4. task
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21
Q

(Handys four classes of culture) what does the ‘role’ involve?

A

it has hierarchy links. Believes culture stems from peoples jobs. autocratic/ paternalistic/ democratic style of leadership.

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22
Q

(Handys four classes of culture) what does ‘power’ involve?

A

the entrepreneurial structure. autocratic style of leadership

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23
Q

(Handys four classes of culture) what does ‘person’ involve?

A

individuals are equally as important but operate on their own. democratic/ laissez faire style of leadership

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24
Q

(Handys four classes of culture) what does ‘task’ involve?

A

the matrix structure. democratic/ paternalistic style of leadership

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25
Q

why do cultures in a business need to change? (5)

A
  1. to keep up with innovation
  2. inorganic growth
  3. poor business performance
  4. change in leadership
  5. keep up with economic change
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26
Q

what are the 6 types of culture?

A
  1. power culture
  2. task culture
  3. role culture
  4. person culture
  5. risk averse culture
  6. toxic culture
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27
Q

what is power culture?

A

where there is a central source of power responsible for decision making. e.g. the single founders of a small firm

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28
Q

what is task culture?

A

power lies with those who can accomplish tasks, therefore it depends on expertise rather than roles; teams are often formed with those experts who can get the job done

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29
Q

what is role culture?

A

decisions are made through well established roles and procedures; can be bureaucratic with clear roles. e.g. marketing director

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30
Q

what is person culture?

A

where there are a number of individuals who have expertise and see themselves as superior to the organisation; the organisation simply exists to enable the individuals to carry out their work

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31
Q

what is risk averse culture?

A

where staff are likely to reject decisions that involve taking significant risks. e.g. diversifying and launching new products

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32
Q

what is toxic culture?

A

where the behaviour and attitudes of staff can damage a firms reputation and lead to unethical behaviour

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33
Q

what isa company culture?

A

the values and norms of a business

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34
Q

what do strong cultures involve?

A

good communication, core values, encourages risk taking and innovation and there is little need for policies and procedures

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35
Q

what do weak cultures involve?

A

little alignment with the values, inconsistent behaviour and often a poorly motivated workforce

36
Q

what is a criticism of a role culture?

A

decision making is often slow, and organisations are often risk averse

37
Q

what is a criticism of a power culture?

A

strong culture which can quickly turn toxic

38
Q

what is a criticism of a person culture?

A

can become quite disparate as it exists for the benefit of the individuals

39
Q

what is a criticism of a task culture?

A

success depends on how effectively personalities work together within the group

40
Q

why is it difficult to change a culture? (4)

A
  1. employee can be resistant to change as they are used to the way things are done
  2. disruptive for staff and consumers
  3. new leaders often don’t have credibility built up, so employees don’t buy into the vision
  4. people dont see or accept the change is needed
41
Q

what are 4 examples of significant change which may result in the culture needing to be changed?

A
  1. market changes
  2. change in societies views
  3. change in ownership
  4. change in management or leadership
  5. economic downturn
42
Q

what are 4 strategies to change corporate culture?

A
  1. take time to decide what works and what doesn’t
  2. start with a vision
  3. communicate with all the hierarchy (esp the middle managers)
  4. get staff to buy in - involve them in the change
43
Q

what three factors does corporate culture consist of?

A
  1. shared values of a business
  2. beliefs and norms that affect every aspect of work life
  3. behaviours typical of day to day behaviour
44
Q

what business culture influence?

A

levels of innovation

45
Q

what are 3 examples of internal stakeholders?

A
  1. owners
  2. managers
  3. employees
46
Q

what are 5 examples of external stakeholders?

A
  1. local community
  2. customers
  3. suppliers
  4. the government
  5. shareholders
47
Q

with this business decision, which stakeholders will support and which will oppose: cut jobs to reduce costs?

A

support: shareholders, owners, managers
oppose: employees

48
Q

with this business decision, which stakeholders will support and which will oppose: add extra shifts increase factory capacity

A

support: customers
oppose: employees

49
Q

with this business decision, which stakeholders will support and which will oppose: introduce new machinery replace manual work

A

support: managers, owners
oppose: employees, government (less jobs)

50
Q

with this business decision, which stakeholders will support and which will oppose: increase selling prices to improve profit margins

A

support: owners, shareholders
oppose: customers

51
Q

what are a customers objectives and how does this conflict with the board of directors/ owners objectives?

A

low prices. conflict - high profits (keep prices high where possible)

52
Q

what are a suppliers objectives and how does this conflict with the board of directors/ owners objectives?

A

high prices for their supplies. conflict - high profits (low prices paid to suppliers)

53
Q

what are a government objectives and how does this conflict with the board of directors/ owners objectives?

A

tax. conflict - tax erodes profit

54
Q

what are a unions objectives and how does this conflict with the board of directors/ owners objectives?

A

working pay and conditions. conflict - high profits means cost cutting

55
Q

are stakeholders long termist or short termist?

A

focus more on long termism

56
Q

what is a shareholder?

A

an owner of shares in a company

57
Q

what is a stakeholder?

A

a person with an interest/concern in activities and decisions in a business

58
Q

what is the definition of a pressure group?

A

a group of people with a common interest who try to further that interest (e.g. Greenpeace)

59
Q

what is the definition of shareholder value?

A

the attempt to maximise the companies share price

60
Q

what is the definition of social responsibilities?

A

duties towards stakeholder groups which the firm may or may not accept

61
Q

what are three examples of ways businesses can be ethical?

A
  1. working conditions, fair pay
  2. recycling
  3. reducing shipping/ transport
62
Q

what is the definition of a rise in consumerism?

A

where consumers are more knowledgeable about the products they buy

63
Q

what are 6 ways which business ethics are tested?

A
  1. advertising (badmouthing competitors is illegal)
  2. personal selling
  3. suppliers
  4. pay and rewards (pay in hand means not paying tax)
  5. contracts with suppliers/ employees - whether short term contracts are made
  6. pricing
64
Q

what is an ethical code of practice?

A

you voluntarily promise/ have a code of conduct

65
Q

what is the definition of business ethics?

A

morals and principles that underpin business behaviour

66
Q

how do business ethics affect strategic decision making? (4)

A
  1. dominant influence that guides decision making]
  2. more social/ environmental objectives rather than profit maximisation
  3. take a long termist approach
  4. meet as many stakeholder needs as possible
67
Q

what is the definition of a strategy?

A

mid term plan to achieve objectives

68
Q

what is a social audit?

A

a way of measuring, understanding, reporting and ultimately improving an organisation’s social and ethical performance

69
Q

give 5 reasons why you would agree with this statement: “EXECUTIVES HAVE THE RIGHT TO EARN MORE THAN TYPICAL EMPLOYEES”

A
  1. executives carry significant role/ higher risk
  2. earned their status - deserve to be rewarded
  3. highly pressured role - likely to have a wide span of control
  4. make strategic decisions - generate businesses income
  5. high skills/ expertise
70
Q

give 5 reasons why you would disagree with this statement: “EXECUTIVES HAVE THE RIGHT TO EARN MORE THAN TYPICAL EMPLOYEES”

A
  1. sometimes superior staff can take advantage of position of power - don’t deserve pay rise
  2. everyone works the same hours/ productivity so it is unfair
  3. if company is performing badly they don’t deserve it
  4. employees may not have had the same opportunities as CEOs
  5. could create toxic culture/ divisions
71
Q

what are four different approaches to business ethics?

A
  1. the amoral business
  2. the legalistic business
  3. the responsible business
  4. the ethical business
72
Q

Describe the amoral business: (2)

A
  1. seek to win at all costs

2. anything is acceptable

73
Q

Describe the legalistic business (1)

A
  1. will obey the law but no more than that
74
Q

Describe the responsive business: (2)

A
  1. accepts that being ethical will pay off

2. pay lip-service to it

75
Q

Describe the ethical business (1)

A
  1. ethical practice is at the core of the business
76
Q

what is the ethical trading policy?

A

code of practice for a business

77
Q

what does the ethical trading policy include?

A
  1. commitment in terms of adequate budget

2. checks to all parts of supply chain are adhering to the policy

78
Q

give four reasons for an ethical business:

A
  1. can pay off by attracting customers
  2. good ethics = good business - increase the reputation and add value
  3. long term - increase profitability
  4. retain and recruit staff
79
Q

give four reasons against an ethical business:

A
  1. increases costs and short term it affects profitability
  2. have to practice what you preach - actually implement it
  3. harder to track investors
  4. shareholders could question approach - often are short termist
80
Q

what is the definition of corporate social responsibility?

A

the extent to which a business addresses the concerns and obligations to its wider stakeholders

81
Q

what is the difference between ethics and CSR?

A

ethics - concern actions which can be assessed as right or wrong by reference to moral principles
CSR - about organisations obligations to all stakeholders - and not just shareholders. they choose to accept duty to stakeholders in the strategy

82
Q

what are four reasons firms engage in CSR?

A
  1. governments expect/ encourage it
  2. adds value - from image and reputation
  3. good ethics - may bring about business opportunities
  4. may have a positive effect on the workforce - easily recruit staff
83
Q

what are four negatives of engaging in CSR?

A
  1. attract a lot of pressure group attention - bad if one step is taken wrong
  2. viral - internet/ social media - damaging effects to a wide audience
  3. requires capital investment - short term especially which can be high
  4. CSR stifles innovation
84
Q

what is the definition of corporate culture?

A

the culture of an organisation affects the attitudes, decision making and management styles of the staff

85
Q

what is the definition of vested interest?

A

when there’s a personal, often hidden reason for making a decision

86
Q

what is the definition of whistleblowing?

A

when an employee decides they can accept a moral dilemma and exposes the unacceptable practice to management or to the media.

Business Studies - Theme 3 (8 decks)

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