A-Level Business Theorist Models

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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
    • 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
    • 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
    • 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
    • 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
      • 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
    • 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
    • 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
    • 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

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