Unit 10 Flashcards

1
Q

What are the 2 causes of change?

A

Internal/External

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2
Q

What is incremental change?

A

Small changes responding to opportunities and threats

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3
Q

What is disruptive change?

A

Arisen from changes in external environment

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4
Q

What does Lewin’s Force Field Analysis assess?

A

Driving forces and resisting forces to change

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5
Q

What is restructuring?

A

Changing capital structure or business scope

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6
Q

What is delayering?

A

Removing layers of the hierarchy

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7
Q

What is an organic structure characterised by?

A

Informal, flexible, accepts change

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8
Q

What is a mechanistic structure characterised by?

A

Formal, centralised, no perceived need for change, resist change

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9
Q

What are Kotter and Schlesinger 4 resistors to change?

A

Self-interest, misunderstanding, different assessment, low tolerance

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10
Q

What are the 6 ways to overcome barriers to change?

A

Education, manipulation, coercion, negotiation, facilitation, participation

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11
Q

What are Handy’s 4 classifications of organisational culture?

A

Power, person, role, task

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12
Q

What is organisation culture?

A

Unspoken way things are done within a business

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13
Q

What are Handy’s 6 dimensions of international culture?

A

Masc v Fem, Long-term orientation, Uncertainty avoidance, power distance, indulgence v restraint, individualism v collectivism

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14
Q

What is a strong culture?

A

Embedded and staff understand

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15
Q

What is a weak culture?

A

Little alignment of values and inconsistent behaviour

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16
Q

What are 3 reasons for changing organisational culture?

A

Poor performance, new leadership, external environment

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17
Q

What are Johnson and Scholes’s 6 problems when changing organisational culture?

A

Power structures, symbols, stories, routines, control systems, organisational structures

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18
Q

What are the 4 sections of Schein’s model?

A

Paradigm, behaviours, beliefs, values

19
Q

What is strategy?

A

The choices a business makes to achieve its objectives

20
Q

What is a functional structure?

A

Business organised into different departments based on expertise

21
Q

What is a product-based structure?

A

Assign employees to specific divisions for their product

22
Q

What is a regional structure?

A

Divisions based in different geographical areas

23
Q

What is a matrix structure?

A

Traditional departments in functional structure have project teams

24
Q

What is critical path analysis?

A

Planning method to help a business complete a project in the shortest amount of time possible

25
What is considered the critical path?
Longest duration to complete a task
26
What goes in the left half of each task?
Node
27
What goes in the top right quadrant?
Earliest start time
28
What goes in the bottom right quadrant?
Latest finishing time
29
What is the EST where the activities meet?
Highest figure
30
What is the LFT where activities meet?
Lowest figure
31
What is a float and how do we calculate it?
The time an activity can be delayed without the project time increasing. LFT - activity duration - EST
32
What is a planned strategy?
Strategy following corporate objectives
33
What is an emergent strategy?
Strategy that adapts to external changes
34
What is strategic drift?
When a strategy fails to adapt to the external environment
35
What is corporate governance?
The system by which a company is directed and controlled
36
Who is responsible for corporate governance?
Board of directors
37
What is strategic planning?
Planning to achieve long term goals
38
Why is strategic planning useful?
Informs internal stakeholders of where the business is heading which helps reduce uncertainty and risk
39
What is the issue with strategic planning?
Does not consider changes in the external environment
40
What is contingency planning?
A plan to overcome unexpected events
41
Why are contingency plans useful?
Reduce damage from external changes
42
What is the issue with contingency planning?
Impossible to plan for every eventuality + opportunity cost
43
Draw the strategic drift model.
.