Models Flashcards
(21 cards)
Maslow’s Hierarchy of Needs
.Motivation theory, once one need is filled they move the next level -
- Physical Needs / Wage & salary
- Safety Needs / Contract of employment
- Psychological Needs / Team work
- Self Esteem / Job title & empowerment
- Self actualisation / Autonomy & decision making
Blake Mouton Grid
Grid based on level of concern for employees & production 1 - 9. 1,1 Impoverished 1,9 Country Club 9,9 Team Style 9,1 Produce or Perish 5,5 Middle of the road
The Tannenbaum Schmidt Continuum
Shows 7 leadership levels from manager centred (authoritative) to subordinate centred (Democratic)
Carroll’s Corporate Social responsibility Pyramid
The 4 social responsibilities society expects businesses to meet -
- Economic Responsibility
- Legal responsibility
- Ethical responsibility / Moral behaviour
- Philanthropic responsibility / Good behaviour eg charity
Elkington’s Triple Bottom Line
Measure performance of business against three performance indicators.
.Profit - economic
.People - social
.Planet - environmental
Kotter and Schlesinger; s Reasons for Resistance to Change
The 4 reasons why individuals or groups resist change -
- Parochial self interest
- Misunderstanding & Fear
- Different assessment
- Prefer status quo
Kotter and Schlesinger’s Model for Overcoming resistance to Change
- Education and communication
- Participation and involvement
- Facilitation and support
- Negotiation and agreement
- Manipulation and co - option
- Explicit and implicit coercion
Lewin’s Force Field Analysis
Driving Forces For Change - .Increased Competition .Poor Financial Performance .Poor Overall Performance .Dissatisfied Customers
Resisting Forces Against Change - .Employee Resistance .Lack of finance .Stakeholders response .External environment
Greiner’s Model of Growth
5 Phases of growth and the crisis they have to overcome to reach next phase -
.Phase 1 - Creativity
.Crisis 1 - Lack of direction / Needs Leader
.Phase 2 - Direction
.Crisis 2 - Autonomy / Need Greater Delegation
.Phase 3 - Delegation
.Crisis 3 - Fear Loss of control / Need’s Formal Procedures
.Phase 4 - Coordination
.Crisis 4 - Red Tape / Needs coordination HQ
.Phase 5 - Collaboration
.Crisis 5 - Potential future crisis will vary
Bowman’s Strategic Clock
Outlines Strategies based on price and perceived value -
- (Low Price Low Value)
- (Low Price) Medium Value
- (Hybrid) low price high value
- (Differentiation) Medium Price High value
- (Focused Differentiation) High Price High Value
- (Risky High Margins) High Price Medium Value
- (Monopoly pricing ) High price Low value
- (Loss of Market Share) Medium Price Low Value
Ansoff’s Matrix
Assess strategic options on whether the market &/or Product are new or existing -
- Market Penetration - Same Product / Same Market
- New Market Development - Same Product / Different Market
- New product development - New Product / Same Market
- Diversification - New Product / New Market
Hofstede’s National Cultures
Theory based on cultural dimensions within different national characteristics -
- Individualism and Collectivism
- Masculinity and Femininity
- Long term and Short term orientation
- Higher power and lower power distance index
- Avoiding and embracing uncertainty
Porter’s Generic Strategy
Theory on strategic position a business can adopt in relation to competitive advantage.
- Cost leadership - Low cost / broad Target
- Cost focus - Low cost / Narrow Target
- Differentiation - Highly differentiated / Broad Target
- Differentiation Focus - Highly differentiated / Narrow target
Boston Product Matrix
Analyses product portfolio based on market share and market growth -
- Problem Child High - High Market Growth / Low Market Share
- Rising Star - High Market Growth / High Market Share
- Cash Cow - low Market Growth / High Market Share
- Dog - Low Market Growth / Low Market Share
Porter’s Five Forces of Competitive Position
Five forces of competitive position - .Competitive Rivalry .Buying Power customers .Selling Power Suppliers .Threat of Substitutes .Threat of New entrants
Kaplan and Norton’s Balance Scorecard
Measures performance of different areas of a business -
- Financial
- Customer
- Internal Business Processes
- Learning and Growth
Bartlett and Ghoshal’s International, Multi - domestic, Transnational and Global Strategies
Different approaches for operating in another country -
- International - Run from home country
- Multi Domestic - Operates a portfolio of autonomous companies
- Global - Sells standardised products in a global market
- Transnational - uses subsidiaries to run on there own with a little centralised decision making
Herzberg’s Dual Factor Theory
Theory of motivation based on motivating and hygiene factors -
- Motivating factors - can increase motivation eg; responsibility, promotion, growth
- Hygiene factors - existence does not motivated, however if removed will demotivate eg; pay, relationships, job security
Taylor’s Scientific Management
Theory of motivation -
Step 1 figured quickest way to complete tasks
Step 2 Trained employees in that way
Step 3 Used Piece Rate System to Pay them for output
Hackman and Oldham Model of Job Design
Theory which shows job characteristics which effect psychological states which then effect personal and work outcomes -
.Job Characteristics; Skill Variety, task Identity, Task Significance, Autonomy, Feedback.
.Psychological states; Meaningfulness, responsibility, knowledge of results
.Outcomes; High internal work motivation, High quality work, Knowledge of actual work results, low absenteeism & turnover
Handy’s Culture
Outlines 4 types of organisational cultures -
- Power Culture - power with dominant people at centre
- Role Culture - clear hierarchy and structure
- Task Culture - Focus on individual tasks
- Person Culture - High degree of Autonomy
