Business Models/Theories

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The Boston Matrix

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The Blake Mouton Grid

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The Tannenbaum and Schmidt Continuum

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Maslow's Heirarchy of Needs

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Porter's Generic Strategy

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Bowman's Strategic Clock

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Bartlett and Ghoshal International Strategy

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Carrol's Pyramid of CSR

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McGregor's X and Y Theory

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Lewin's Force Field Analysis

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Kotter and Schlesinger’s Four Reasons for Resistan

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Kotter and Schelinger’s Model of Overcoming Resist

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Handy's Culture (1/3)

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Handy's Culture (2/3)

Key Term



Power Culture

Intense power is focused onto small groups or a main figure/individual, who in turn sets out the main culture

Steve Jobs

Richard Branson

Task Culture

Power is obtained from the expertise required to perform a task. Usually associated with a small group approach or small organisations. There is an importance on results and getting things done


Law and consulting firms

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Handy's Culture (3/3)

Role Culture

Power is set out in a hierarchy. An individual’s power is obtained from their specific role in a structured organisation. Detailed rules set how people/branches interact with each other, customers and suppliers

Insurance companies


Government departments

Local authorities

Public utilities

Person Culture

Where the organisation exists as a method for people to improve their own careers and expertise. The individual is the focus, and if a structure is in place, it serves the needs of the individuals within it

Barristers chambers

Architects partnerships

Small consultancy firms

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Hofstede: What Distinguishes Different National Cu

Mechanist vs Organic Models

The Cultural Web – Organisational Assumptions (par

Strategic Drift

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The Experience Curve

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Kaizen Continuous Improvement

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