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theorists Flashcards

1
Q

McGregors’s theory X

A

theory x workers - workers dont like work they are lazy and untrustworthy. They are only interested in money and need to be closely controlled.
Theory x managers – average worker is lazy, workers need to be controlled and directed, centralised organisation and excessive authority

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2
Q

McGregors theory Y

A

Theory y (workers) – workers love work, money is just one factor that motivates them. They want responsibility and to satisfy higher orders.
Theory y managers - most people enjoy work, workers will take responsibility and organise themselves, decision-making can be delegated.

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3
Q

Tannenbaum and Schmidt

A

tells, sells, consults, joins

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4
Q

leadership styles

A

Autocratic (tells), Patrnalistic (sells), Democratic, Laissez-faire (joins)

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5
Q

Hackman and Oldham’s model

A

task itself is the key to motivate employees. there r 3 ways of adding challenge to a job
1. Variety – jobs need to include a variety of tasks to remaining interesting
2. Autonomy – individuals need power to decided how to do the tasks, in what order, ect..
3. Decision authority – individuals need the authority to make decisions which will impact them

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6
Q

Hackman and Oldman’s three psychological states

A

their job characteristic theory states that individuals experience three psychological states whilst working:
1. meaningfulness of work
2. responsibility
3. knowledge of outcomes

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7
Q

Hackman and Oldham crucial concepts

A
  1. Job enrichment – more responsibility – someone made redundant- take on all their work.
  2. Job enlargement – increases variety of tasks – do more work – does not increase responsibility
  3. Teamwork
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8
Q

Taylor (hard HR)

A

scientific management – treating workers like machines, managers responsibility to think and organise, works responsibility to do

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9
Q

Problems with Taylors technique

A
  1. Boredom- repetitive job – lead to high labour turnover
    Hackmen and Oldman – jobs need enrichment and enlargement – doesn’t give that
  2. Lots of supervision – extra costs - products have to be checked – inefficient
  3. Inflexible
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10
Q

Mayo: human relations management

A

(anti-Taylor – workers aren’t just machines)
1. Hawthorne effect
2. isn’t just money that motivates
3. Outside person- asking questions, observing – output and productivity increased

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11
Q

Herzberg: the two factory theory

A

hyginene factors
motivators

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12
Q

herzberg motivators are

A
  • responsibility
  • bonus
  • promotions
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13
Q

herzberg Hygiene factors are

A
  • equipment
  • bonus
  • promotions
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14
Q

Maslow – hierarchy of human needs

A
  1. basic necessities (bottom)
  2. security needs
  3. social needs
  4. self esteem
  5. self actualization (top)
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15
Q

Ansoff’s matrix

A

market penetration - same market same product
Market development - new market same products
product development - same market new products
diversification - new product new market

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16
Q

porters generic strategies

A

Finding a way of achieving a sustainable competitive advantage over the other competing products and firms in the market. this can be achieved through one of 3 generic strategies
- cost leadership
- differentiation
- focus

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17
Q

bowman’s strategic clock

A
  1. low price and low added value
  2. low price
  3. hybrid
  4. differentiation
  5. focused differentiation
  6. risky high margins
  7. monopoly pricing
  8. loss of market share
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18
Q

bowman’s strategic clock (1)

A

low price low added value
not very competitive position
very little precived value
bargain basement strategy

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19
Q

bowman’s strategic clock (2)

A

low price
cost minimization stratagem required to be successful
intense competition
low profit margins

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20
Q

bowman’s strategic clock (3)

A

hybrid
- involves some element of low price
- also product differentiation
- aim to convince consumers there is good added value price

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21
Q

bowman’s strategic clock (4)

A

differentiation
- offer highest level of precived added value
- branding is key
- as well as product quality

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22
Q

bowman’s strategic clock (5)

A

focused differentiation
- aims to position a product at highest price levels
- positioning strategy adopted by luxury brands
- aim to achieve premium prices by highly targeted segmentation, promotion and distribution
- can lead to high profit margins

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23
Q

bowman’s strategic clock(6)

A

risky high margins
- high risk strategy
- sets high prices without offering anything extra in terms of perceived value
- other than in the short-term this is an uncompetitive strategy

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24
Q

bowman’s strategic clock(7)

A

monopoly pricing
- only one business offering the product
- doesn’t need to care bout value perceived
- tightly regulated

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25
Q

bowman’s strategic clock (8)

A

loss of market share
- position is recipe for disaster in any competitive market
- middle range or standard price for a product with low perceived value
- unlikely to win over customers as will be much better options

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26
Q

Greiner’s growth model

A
  • fast growth can cause problems
  • as workload grows so does span of control, as well as stress levels for all
    phase 2- leadership crisis
    phase 3- autonomy crisis
    phase 4 - control crisis
    phase 5 - red tape crisis
    phase 6 - growth crisis
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27
Q

lewins force field analysis

A

Lewin’s force field analysis is a quick and simple method of identifying:
- What the cause of the change is (driving forces).
- What will stop the change occurring (restraining forces).

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28
Q

blake mouton grid (1,9)

A

country club, high concern for people low concer for production

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29
Q

blake mouton (1,1)

A

impoverished managment, low concern for people low concern for production

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30
Q

blake mouton (5,5)

A

middle-of-the-road-managment

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31
Q

blake mouton (9,9)

A

team managment, high concern for people high concern for production

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32
Q

blake mouton (9,1)

A

authority-compliance managment, high concern for production low concern for people

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33
Q

boston matrix sections

A

question mark, star,dogs, cash cow

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34
Q

question mark (boston matrix)

A

high market growth rate, low relative market share

35
Q

dog (boston matrix)

A

low market growth rate, low relative market share

36
Q

star (boston matrix)

A

high market growth rate, high relative market share

37
Q

cash cow (boston matrix)

A

high relative market share, low market growth rate

38
Q

what is kaplan and nortans balanced scorecard

A

a planning and managment tool designed to match business activities to the aspirations set out in the organisations visons and stratey
aims to improve communications with key stakeholders and monitor peformance againts strategic aims and objectives.

39
Q

kaplan ans norton states what

A

that financial data alone is insufficeint to measure a frims performance and non-financial data must also be included

40
Q

4 key areas on scorecard model

A
  1. financial perspective
  2. customer perspective
  3. the company’s internal processes
  4. learning and growth
41
Q

financial perspective is (scorecard model)

A

things such as cash flow,revenue,profit and ROCE

42
Q

customer perspective is (scorecard model)

A

how the customer veiws the company, hpw they maintain brand loyalty e.g customer service ratings

43
Q

the companys internal processes is (scorecard model)

A

what aspects of a businesses internal operations may need to be improved and made more efficent for a business is to meet its objectives

44
Q

learning and growth (scorecard model)

A

how can the company continue to improve and create value in the future through R&D, innovation and learning?

45
Q

elkington’s triple bottom line

A

proft, people,planet

46
Q

profit (elkington’s triple bottom line)

A

this is a measure of the real enconomic impact the organisation has on its economic enviroment. profit should be used to sustain the community as a whole.

47
Q

planet (elkington’s triple bottom line)

A

aims to limit enivromental impact it has, using measures such as recycling and waste reduction ect. attempts to measure the actual cost of the envirment harm they do despite the difficulties involved.

48
Q

people (elkington’s triple bottom line)

A

measures the impact a business has on the people it is involved with and how socialy responsible its treatment of them is, look at things such as saftey of workers, payment terms ect

49
Q

carroll’s coporate social responsibllity pyramid

A

sets out a hireracy of responsibility that a business should meet to be socialy resposible.
top
- philanthopic responsibilty (what is desired by global stakeholders
- ethical resposiblility (what is expected by gobal stakehoders)
- legal responsiblity (what is required by global stakeholders)
- economic responsibility ( what is required by global capitalism)

50
Q

bottom(1) of carroll’s prymid is

A

economic responsibilities- a business must be profitable so as to ensure that is long term viability is not in doubt

51
Q

2nd of carroll’s prymid is

A

legal responsibilitites a business must ensure it obeys the law in the countires it operates in.

52
Q

3rd of carroll’s prymid is

A

ethical resonsibilities - a business might be willing to go beyond the minimum legal requirments to meet moral duties creating a culture in which bribery, colluisons and exploitation are completly sidelined by honesty and integrity

53
Q

top(4) of carroll’s pyrimid

A

phinaphropic resonsibility - business can activley seek out way to contribute to society such as supporting local groups

54
Q

porters 5 forces are

A
  • bargaining powers of buyers
  • bargaining powers of supliers
  • threat of entry to industry by new competitiors
  • intesity of competitive rivalry
  • threat of substitute products/services
55
Q

bargining powers of buyers (porters 5)

A

when a businesses rely on a few customers, they will have less power to negotiate over prices and payment terms

56
Q

threat from subsitute products/services (porters 5)

A

a substitute is an alternative product that offers similar features and benefits for the consumer, some products are easier to substitute ans switch than others

57
Q

the bargaining power of suppliers (porters 5)

A

the fewer supliers,the more bargining power they have

58
Q

the intensity of competitive rivalry (porters 5)

A

competitive strategys to compete

59
Q

the threat of entry to the market by new competitors

A

barriers to entry are factors that make it difficult for a new firm to enter the market

60
Q

bartlett and ghoshal’s model

A

the different ways a business can operate abroad
- mutlinational or mulit-domestic
- global
- international
- transnational

61
Q

multi-domestic is (bartlett and ghoshal’s)

A

operating in multipul countries, each with their own local managment, highly dencetralised and locally responsive

62
Q

global is (bartlett and ghoshal’s)

A

business operations are centralised, focused on efficency

63
Q

international (bartlett and ghoshal’s)

A

operations are centralised but there is learning, benchmarking and sharing

64
Q

transnational (bartlett and ghoshal’s)

A

a mixture of multinational and international, locally responsive, highly efficent , learning and sharing

65
Q

kotter and schlesinger’s four key reasons for resistance to chanage

A
  1. Parochial self-interest
  2. Misunderstanding
  3. Low tolerance to change
  4. Different assessments of the situation
66
Q

Parochial self-interest is (kotter and schlesinger)

A

individuals are only concerned about themselves

67
Q

Misunderstanding is (kotter and schlesinger)

A

communication problems or inadequate information

68
Q

Low tolerance to change is (kotter and schlesinger)

A

a sense of insecurity, especially if there has been a lot of change already

69
Q

Different assessments of the situation is (kotter and schlesinger)

A

there could be disagreements for the need for change or advantages or disadvantages of it.

70
Q

kotter and schlesinger’s 6 approches to overcome resistance to change?

A
  1. Education and communication
  2. Participation and involvement
  3. Facilitation and support
  4. Negotiation and agreement
  5. Manipulation and co-option
  6. Explicit or implicit coercion
71
Q

Handy’s 4 different types of culture are?

A
  • Power culture
  • Role culture
  • Task culture
  • Person culture
72
Q

power culture tends to be what ? (Handy)

A

tends to be test-paced or changeable work but often quite simple or limited to the interests of abilities of major power brokers.

73
Q

role culture tends to be? (handy)

A

tends to be steadily, relatively unchangeable or patterned work of a predictable nature

74
Q

task culture tends to be (handy)

A

tends to be high-paced work of a unique or complex nature.

75
Q

person culture tends to be (Handy)

A

tends to be steady/work of a unique nature at micro level

76
Q

Hofstede’s national culture theory says?

A

‘culture is the collective programming of the mind distinguishing the the members of one group or category of people from others’

77
Q

hofstede’s Four groups of national culture are

A
  1. Power distance
  2. Individualism vs collectivism
  3. Masculinity vs femininity
  4. Uncertainty avoidance
78
Q

power distance is (Hostede)

A

refers to the degree of inequity between people with and without power. A high PD score indicates there is an unequal distribution of power. Low PD means that power is shared and well dispersed.

79
Q

Individualism (IDV) (Hostede)

A

This refers to the strength of ties people have with others in the community. high IVD indicates loose connections with the community beyond family. Low IDV would indicate a strong cohesion with loyalty and respect for the community.

80
Q

Masculinity (MAS) (Hostede)

A

This refers to how much society sticks with and values traditional male and female roles. High MAS scores are in countries where men are expected to be ‘tough’, women are in sperate professions to men. Low MAS scores roles are blurred

81
Q

Uncertainty/ avoidance index UAI (Hostede)

A

This refers to the degree of anxiety that society members feel when uncertain or unknown situations. High AUI nationals avoid ambiguous situation, they are governed by rules and order. Low UAI scores indicate a society that enjoy novel events and values differences, they are few rules.

82
Q

Kotter’s eight steps of change are

A
  • Creating the right environment for the plan to succeed by communicating (1-3)
  • Communicating who should do what work and communicating wins (4-6)
  • For the implementation to be maintained, everybody needs to understand the success of the plan
83
Q

Mintzberg suggests that strategies emerge by ?

A
  • Beginning implementing strategies before they clearly define there mission
  • Allowing the strategy implementation to precede the strategy formulation
  • Allocating its resources before it has chosen its strategies.

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