Mgmt 9__ (6)

Question 1

Belief systems, Boundary systems, Interactive controls, Diagnostic controls

Answer 1

Simons’ Levers of Control

Question 2

Cost Leadership, Differentiation, Focused Cost Leadership, Focused Differentiation

Answer 2

Porter’s Generic Strategies

Question 3

Unfreeze, Change, Refreeze

Answer 3

Lewin’s Change Model

Question 4

Create urgency, Build coalition, Form vision, Communicate vision, Empower action, Create short-term wins, Consolidate gains, Anchor change

Answer 4

Kotter’s 8-Step Change Model

Question 5

Classic, Adaptive, Shaping, Visionary

Answer 5

Reeves et al.’s Strategy Styles

Question 6

Terminal values (end goals), Instrumental values (behavioural means)

Answer 6

Rokeach Value Survey

Question 7

Planning, Organising, , leading, Controlling

Answer 7

Fayol’s Administrative Principles

Question 8

Standardised work, Scientific selection, Incentives, Supervision

Answer 8

Taylor’s Scientific Management

Question 9

Rules and hierarchy, Impersonal decision-making, Merit-based advancement

Answer 9

Weber’s Bureaucracy

Question 10

Physiological, Safety, social, Esteem, Self-actualisation

Answer 10

Maslow’s Hierarchy of Needs

Question 11

Theory X = authoritarian, assumes workers dislike work; Theory Y = empowering, assumes workers are self-motivated

Answer 11

McGregor’s Theory X & Y

Question 12

Managers make decisions with limited info, use heuristics, and satisfice rather than optimise

Answer 12

Simon’s Bounded Rationality

Question 13

Efficiency, Power, Competence, Identity

Answer 13

Santos & Eisenhardt’s Organisational Boundaries

Question 14

CSR is limited by corporate law and market logic; doesn’t challenge structural inequality

Answer 14

Banerjee’s CSR Critique

Question 15

Increased efficiency can lead to increased overall consumption

Answer 15

Jevons Paradox

Question 16

(1) an ecological ceiling that avoids critical planetary degradation, which is informed by the planetary boundaries framework for Earth-system stability
(2) a sufficient social foundation that avoids critical human deprivation, which is closely aligned with the 12 social priorities of the Sustainable Development Goals

Answer 16

True sustainability flanning

Question 17

Diagnostic, Boundary, Belief, Interactive systems (used to align control with strategy)

Answer 17

Simons’ Levers of Control

Question 18

Cost Leadership, Differentiation, Focused Cost Leadership, Focused Differentiation

Answer 18

Porter’s Generic Strategies

Question 19

Unfreeze, Change, Refreeze (stages of organisational transformation)

Answer 19

Lewin’s Change Model

Question 20

Urgency, Coalition, Vision, Communicate, Empower, Short-term wins, Consolidate, Anchor

Answer 20

Kotter’s 8-Step Change Model

Question 21

Classic, Adaptive, Shaping, Visionary (strategic fit with environment and control)

Answer 21

Reeves et al. – Strategy Styles

Question 22

Terminal values (goals), Instrumental values (behaviours to reach those goals)

Answer 22

Rokeach Value Survey

Question 23

Administrative principles: Planning, Organising, Commanding, Coordinating, Controlling

Answer 23

Fayol

Question 24

Scientific management: standardisation, supervision, incentive-based productivity

Answer 24

Taylor

Question 25

Rational-legal authority, rules-based structure, meritocracy

Answer 25

Weber – Bureaucracy

Question 26

Charismatic, Traditional, Rational-legal authority

Answer 26

Weber – Sources of Power

Question 27

Hierarchy of needs: from basic (physiological) to self-actualisation

Answer 27

Maslow

Question 28

Theory X (authoritarian) vs Theory Y (empowering) views of workers

Answer 28

McGregor

Question 29

Bounded Rationality: Decision-making limited by cognitive constraints; satisficing

Answer 29

Herbert Simon

Question 30

“Muddling through” – Incremental decision-making in complex systems

Answer 30

Lindblom

Question 31

Organisational boundaries: Efficiency, Power, Competence, Identity

Answer 31

Santos & Eisenhardt

Question 32

Responsible management requires moral reflexivity, trust, ethical action

Answer 32

Cunliffe & Hibbert

Question 33

CSR Pyramid: Economic, Legal, Ethical, and Philanthropic responsibilities

Answer 33

Carroll

Question 34

Shareholder primacy: The only social responsibility of business is to increase profits

Answer 34

Friedman

Question 35

Platform Capitalism: Companies extract and control data to generate profit and dominance

Answer 35

Srnicek

Question 36

Bounded automation: Automation is shaped by managerial and political choices, not inevitable

Answer 36

Fleming

Question 37

Managers operate in unpredictable, political environments; not rational systems

Answer 37

Sayles

Question 38

Roles Interpersonal, Informational, Decisional

Answer 38

Mintzberg

Question 39

multi agent system Indentifiable boundaries System level goals Agents effort and expected to make contribution

Answer 39

Puranam

Question 40

Ethical consumption: Consumers will pay more for ethical products but are easily misled

Answer 40

Trudel & Cotte

Question 41

CSR as a marketing strategy; corporations use CSR to deflect criticism and maintain legitimacy strong Sustainability principles

Answer 41

Beder

Question 42

Talk vs transormation in weak sustainability

Answer 42

woodside

Question 43

Greenwashing

Answer 43

Coca cola

Question 44

Effeciency bacjfires

Answer 44

Jevon's paradox

Question 45

Circular design

Answer 45

Nudie jeans and H&M

Question 46

Front (Question)

Answer 46

Back (Answer)

Question 47

What is operational effectiveness according to Porter (1996)?

Answer 47

"Performing similar activities better than rivals perform them." (pg. 62)

Question 48

What is strategic positioning according to Porter (1996)?

Answer 48

"Performing different activities from rivals or performing similar activities in different ways." (pg. 62)

Question 49

What are key considerations in strategy formulation?

Answer 49

Cost and quality, knowledge and speed, barriers to entry, financial resources

Question 50

What is the purpose of organising in management?

Answer 50

Arranging people and resources to work together to accomplish a goal

Question 51

What does organising involve in a business context?

Answer 51

Division of labour (work specialisation) and coordination to achieve a common purpose

Question 52

When does organising begin in the strategy process?

Answer 52

After defining the mission, core values, objectives, and strategy

Question 53

What is Lewin’s Field Theory?

Answer 53

Understanding group behaviour by mapping the totality and complexity of the field where it occurs (Burnes 2004: 981)

Question 54

What is quasi-stationary equilibrium?

Answer 54

A group’s rhythm and pattern of behaviour that fluctuates with changing forces or circumstances (Burnes 2004: 981)

Question 55

What defines a group according to Lewin (1939)?

Answer 55

Interdependence of fate, not individual similarity

Question 56

Why should change focus on group dynamics according to Lewin?

Answer 56

Because groups are defined by shared fate; change should target norms, roles, and interactions to create disequilibrium

Question 57

What is action research in Lewin’s approach to change?

Answer 57

A process that requires action, analysis of the situation, identification of alternatives, and participative collaboration (Burnes 2004: 984)

Question 58

Why must change be participative according to action research?

Answer 58

Because effective change must involve all concerned parties and occur at the group level (Burnes 2004: 984)

Question 59

What are Porter’s three generic strategies?

Answer 59

Cost leadership, differentiation, and focus (referenced from Samson et al., 2018: 341)

Question 60

What is planning in management?

Answer 60

The process of setting objectives and determining how to accomplish them.

Question 61

What is a plan?

Answer 61

A statement of intended means for accomplishing objectives.

Question 62

What are the 5 steps of the systematic planning process?

Answer 62

1. Define your objectives 2. Determine where you stand in relation to objectives 3. Develop premises regarding future conditions 4. Analyse and choose among alternative actions 5. Implement the plan and evaluate results (Schermerhorn et al. 2017)

Question 63

What is data in the context of decision-making?

Answer 63

Quantifiable measured values, observations or counts that become useful when collated.

Question 64

How is data turned into useful information?

Answer 64

It must be organised, contextualised, and analysed.

Question 65

What do information systems do?

Answer 65

Use IT to collect, organise, and distribute data or convert it into useful information for decision-making.

Question 66

What makes information useful?

Answer 66

Timeliness, quality, completeness, relevance, and understandability.

Question 67

What is data analytics?

Answer 67

Examining data to find trends and draw conclusions about the information they contain.

Question 68

What are programmed decisions?

Answer 68

Solutions from past experience applied to routine problems.

Question 69

What are non-programmed decisions?

Answer 69

Specific solutions crafted for unique or novel problems.

Question 70

What is a certain decision environment?

Answer 70

One that offers complete information about action alternatives and their consequences.

Question 71

What is a risk environment?

Answer 71

One that lacks complete information but provides probabilities of likely outcomes.

Question 72

What is an uncertain environment?

Answer 72

One that lacks so much information it's difficult to assign probabilities to outcomes.

Question 73

What is strategic intent?

Answer 73

A focus that applies organisational energies on a unifying and compelling goal.

Question 74

What is strategic management?

Answer 74

The process of formulating and implementing strategies to accomplish long-term goals and sustain competitive advantage.

Question 75

Where does sustained competitive advantage come from?

Answer 75

High-functioning organisations and innovations, not products or resources alone.

Question 76

What two factors influence strategy style selection according to Reeves, Love, and Tillmanns?

Answer 76

1. How predictable the organisational environment is 2. How much power the organisation has to change the environment

Question 77

What are the four strategy styles?

Answer 77

Classic, Adaptive, Shaping, Visionary