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theorist and models Flashcards

1
Q

what are the four things of the Boston matrix

A

problem child, dog, star, cash cow

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2
Q

what are the axes on the Boston Matrix

A

growth on the Y axis, share on X-axis

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3
Q

what is a problem child

A

low market share, high market growth

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4
Q

what is a dog

A

low market growth, low market share

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5
Q

what is a star

A

high market share, high market growth

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6
Q

what is a cash cow

A

high market share, low market growth

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7
Q

two categorisations of correlation

A

strong correlation and weak correlation

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8
Q

stages of the product life cycle

A

R&D, introduction, growth, maturity, decline

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9
Q

axes of inventory control charts

A

stock on the y-axis and time on the x-axis

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10
Q

what does an inventory control chart show

A

the reorder level

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11
Q

what are core job characteristics in hackman and Oldham

A

skill variety, task identity, task significance, autonomy, feedback

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12
Q

stages of Maslow’s Hierarchy of Needs

A

physiological, safety, social, esteem, self-actualisation

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13
Q

what is the philosophy of Taylor

A

financial rewards - piece rates, commission, performance-related pay, bonuses

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14
Q

Herberg two factor theory

A

hygiene and motivators

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15
Q

hygiene factors

A

pay, working conditions

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16
Q

motivators

A

task variety, delegation, important and interesting tasks

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17
Q

ansoff’s matrix axes

A

product, old and new, market, old and new

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18
Q

what are Mayo’s key ideas

A

Workers motivated by having social needs met
Workers should work in teams
Managers should have greater involvement in employee’s working life

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19
Q

what is the old market, old product AM

A

market penetration

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20
Q

what is a new product, old market AM

A

product development

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21
Q

new market, old product AM

A

market development

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22
Q

a new product, new market AM

A

diversification

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23
Q

porters generic strategies

A

cost leadership, cost focus, differentiation, differentiation focus

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24
Q

stages of Bowman’s clock

A
  1. Low price and low added value
  2. low price
  3. hybrid
  4. differentiation
  5. focus differentiation
  6. risky high margins
  7. monopoly pricing
  8. loss of market share
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25
which numbers are bad on Bowman's clock
6,7,8
26
axes on Bowman's clock
``` y = perceive value x = price ```
27
what is the first phase of growth GGM
creativity
28
what is the first crisis of growth GGM
leadership
29
what is the second phase of growth GGM
direction
30
what is the second crisis of GGM
autonomy
31
what is the third phase of growth of GGM
delegation
32
what is the third crisis of GGM
control
33
what is the fourth phase of growth GGM
co-ordination
34
what is the fourth crisis of growth GGM
red tape crisis
35
what is the fifth phase of growth GGM
collaboration
36
what is the fifth crisis of growth GGM
growth
37
what is the sixth phase of growth GGM
alliances
38
what are the axes of stakeholder mapping
stakeholder interest and stakeholder power
39
high interest and high power SM
key players
40
low interest and high power SM
keep satisfied, meet their needs
41
low power and high-interest SM
show consideration
42
low power and low-interest SM
least important
43
axes of market mapping
x = price y = quality
44
SWOT analysis
strengths, weaknesses, opportunities and threats
45
What in SWOT is internal
strengths and weaknesses
46
what in SWOT is external
opportunities and threats
47
Kaplan and Norton
measuring vision and strategy through financial, customer, learning and growth and internal business processes
48
Elkington's triple bottom line
people, planet, profit
49
Kotter and Schlesinger's reason for resistance to change
self interest, prefer the status quo, differing views, misunderstanding and fear
50
Kotter and Schlesinger - how to overcome resistance to change
1. education and communication 2. participation and involvement 3. facilitation and support 4. negotiation and bargaining 5. manipulation and co-option 6. explicit and implicit coercion
51
two forces in Lewin's force field model
driving forces and restraining forces
52
four classes of culture in the Handys model
power, role, task, person
53
power model
power radiates from a few individuals, found in entrepreneurial organisations, few rules/ little bureaucracy, decision making is swift
54
role model
people clearly delegated authorities, highly defined structure role, typically detailed organisational structure, decision making slow
55
task model
``` team are formed to solve particular problems no single power source power drives from expertise matrix organisation team may develop own objectives ```
56
person culture
people believe themselves to be superior to the business business full of people with similar training, background and expertise power lies in each group of individuals success depends on retaining key personnel
57
what are the cultural differences in Hofstede's national cultures
``` power distance uncertainty avoidance individualism and collectivism masculinity/feminity long term orientation ```
58
individual and collectivism
the extent to which individuals believe they should look after themselves rather than be team players
59
power distance index
the extent to which a society accepts that power is distributed unequally. In countries where PDI is low they will usually have decentralised organisations, whereas countries with a high PDI usually accept more centralised, hierarchical structures
60
uncertainty avoidance
the extent to which employees feel threatened by ambiguity and the extent to which they like rules and a defined career structure
61
masculinity/femininity
this refers to the dominant values in the organisations. Masculine is focused on assertiveness and money and feminine is focused on concern for others and the quality of relationships
62
long term orientation
this refers to how long-term employees are in their thinking, which will affect their planning and attitude to investment
63
what are the four phases of strategic drift
incremental change, strategic drift, flux, transformational change or death
64
when does strategic drift occur
when the strategy of a business is no longer relevant to the external environment facing it
65
porters five forces
``` power of suppliers power of customers competitive rivalry the threat of new entrants threat of substitutes ```
66
promotional mix
``` advertising, PR personal selling direct marketing sales promotion ```
67
types of economies of scale
managerial technical purchasing marketing

BUSINESS (25 decks)

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