A-Level Business Theorist Models
- Created by: sophie.pritchard
- Created on: 21-05-19 16:51
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- Business Studies Theories
- Leadership/ Management Styles
- Tannenbaum & Schmidt Continuum
- 1 = Tells
- 2= Sells
- 3-5 = Consults
- 6-7 = Joins
- Blake Mouton Grid
- Impoverished Leader = low conern for people, low concern for tasks
- Produce or perish Leader = low concern for people high concern for task
- Middle of The Road Leader = avergane concern for people, average concern for tasks
- Country Club Leader = high concern for people, low concern for tasks
- Team Leader = high concern for people, high concern for tasks
- McGregor Theory X & Theory Y
- Theory X = believe workers: don't like work, don't want to work & only motivated by money
- Theory Y = believe workers; enjoy work, want to contribute ideas, wish to gain satisfaction
- Tannenbaum & Schmidt Continuum
- Motivation
- Taylor Scientific Management
- Believes piece rate is the only way to motivate workers
- Maslow Hierarchy of Needs
- 1) Physiological Needs
- 2) Safety Needs
- 3) Social Needs
- 4) Self-Esteem Needs
- 5) Self Actualisation Needs
- Herzberg Hygiene Factors & Motivators
- Hygiene Factors = Supervision Interpersonal relations Company policies Conditions PAY (SICCPAY)
- Motivating Factors = Achievement Recognition Meaningful work Advancement opportunities Responsibilities (ARMAR)
- Elton Mayo Hawthorne Effect
- Recognition, belonging & security are more important than money
- Taylor Scientific Management
- Positioning Strategies
- Porter's Generic Strategies
- Cost leadership:
- Differentiation
- Focus
- Bowman's Strategic Clock
- 1) low value, low price
- 2) low price
- 3) hybrid
- 5) focused differentiation
- 4) differentiation
- 6) increased price, standard value
- 7) increased price, low value
- 8) low price, low value
- Porter's Generic Strategies
- Performance
- Kaplan & Norton's Balanced Scorecard
- Financial
- Internal business processes
- Organisational strategy
- Customer
- Elkington's Triple Bottom Line
- 3 circles: people, planet, profit
- Caroll's Corporate Social Responsibility Pyramid
- 1) Economic responsibilities
- 2) Legal responsibilities
- 3) Ethical responsibilities
- 4) philanthropic responsibilities
- Kaplan & Norton's Balanced Scorecard
- Growth
- Griener's Model of Growth
- 1) Creativity Growth
- Leadership Crisis
- 2) Direction Growth
- Autonomy Crisis
- 3) Delegation Growth
- Control Crisis
- 4) Coordination Growth
- Red Tape Crisis
- 5) Collaboration Growth
- Growth Crisis
- 1) Creativity Growth
- Bartlett & Ghoshal Internationalisation
- Global Strategy = high pressure to reduce costs, low pressure for local responsiveness
- International Strategy = low pressure to reduce costs, low pressure for local responsiveness
- Multi Domestic Strategy = low pressure to reduce costs, high pressure for local responsiveness
- Transnational Strategy = high pressure to reduce costs, high pressure for local responsiveness
- Griener's Model of Growth
- Change
- Lewin's Force Field Analysis
- Driving forces and resisting forces
- Kotter & Schlesinger
- 4 ways to resisting change:
- 1) Self Interest
- 2) Misunderstanding
- 3)Low tolerance of change
- 4) Different assessments of the situation
- 6 ways of overcoming resistance to change
- 1) Education & communication
- 2) Participation & involvement
- 3) Facilitation & support
- 4) Negotiation & agreement
- 5) Manipulation & cohersion
- 6) Explicit & implicit coercion
- 4 ways to resisting change:
- Lewin's Force Field Analysis
- Culture
- Handy's Cultures
- Role Culture
- Power Culture
- Person Culture
- Task Culture
- Hofstede's Cultural Dimensions
- Power Distance
- Individualism VS Collectivism
- Masculinity VS Femininity
- Uncertainty Avoidance Index
- Long Term Orientation
- Indulgence VS Restraint
- Handy's Cultures
- Other
- Boston Matrix
- Question Mark = high market growth, low market share
- Dogs = low market growth, low market share
- Cash Cows = low market growth, high market share
- Stars = high market growth, high market share
- Porter's 5 forces
- Ansoff's Matrix
- Market Penetration: same market, same product
- Market Development: new market, same product
- Product Development: same market, new product
- Diversification new market, new product
- Hackman & Oldham Job Characteristics
- Skill Variety
- Task Identity
- Task Significance
- Autonomy
- Feedback
- Boston Matrix
- Leadership/ Management Styles
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