3140357
Beschreibung
Karteikarten von Jonas Klint Westermann, aktualisiert more than 1 year ago
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Erstellt von Jonas Klint Westermann
vor mehr als 9 Jahre
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| Frage | Antworten |
| Vertical/horizontal differentiation. | Vertical: Centralized or not? Horizontal: Functional, horizontal, matrix, geographical, etc |
| Vertical/Horizontal linkages. | Vertical: Chain of command, rules, plans Horizontal: Integrator, etc. |
| Schein's iceberg | Cultural artifacts. Values, attitudes and beliefs. Basic assumptions. |
| Relationship model between environment and strategy to corporate culture. | Adaptability culture: Flexible environment, external focus. Mission culture: Stable environment, external focus. Clan culture: Flexible environment, internal focus. Bureaucratic culture: Internal focus, stable environment. |
| Deal & Kennedy culture types. | Tough-guy, macho man culture: High risk, fast feedback. Bet the company culture: High risk, slow feedback. Work hard/play hard culture: Low risk, fast feedback. Process culture: Low risk, slow feedback. |
| Trait theory. | Leaders are born, not made. Leaders have 6 traits in common: - Knowledge of the business - Honesty - Drive - Motivating - Self-confidence - Ability to understand the world |
| Transactional vs transformational leadership. | Transactional: Maintain normal flow of operations. Status quo. Task-orientated, rules and plans essential. Transformational: Visioning new corporate future. Uses support, motivation, recognition. |
| Management vs leadership. | Management: Budgetting, planning, organising. Leadership: Inspiring, motivating, communicating, setting direction. (they are complementary, one does not work without the other) |
| Weber's bureaucracy. | Ability to remove favoritism and nepotism. Six charachteristics: - Rules - Specialization - Written communication - Seperation of position from position holder - Hierarchy of authority - Technically qualified |
| New control systems. | Diagnostic control systems: Classic system. Control via goals ala revenues, profits, etc. Beliefs systems: Communicating the values and direction managers want the employees to take. Boundary systems: Tell people what NOT to do. Interactive control systems: Online control systems that gather data. |
| Balanced scorecard. | Financial performance: Activities that add to the financial performance. Customer service: How the customers see the company and the customers' satisfaction. Internal business processes: Production and operating effectiveness. Learning and growth: E.g. how well resources/human capital are retained to encourage future growth. |
| Porter's competitive strategies. | Low-cost leadership: E.g. RyanAir. Make it the cheapest. Differentiation: E.g. Apple. Make the products better. Focused low-cost: Make it the cheapest to a certain market/segment. Focused differentiation: Make it better to a certain market/segment. |
| Miles and Snow typology. | Prospector: Seeks growth, innovation. Works best in dynamic environments. Defender: Seeks to keep market share, hold on to current customers. Works best in declining or stable environment. Analyzer: Mix of the two aforementioned. Reactor: Reacts to external environment. |
| Contingency effectiveness approach. | Resource-based: Observes beginning of process, analyses if the organization obtains enough resources to remain competitive. Internal process: Looks internally. Goal approach: Focus on the output side. Does the firm reach its desired outputs? |
| LEAPS. | Logos, Ethos, Agora, Pathos, Syzygy. |
| Cialdini's six principles. | - Liking. - Reciprocity. - Social proof. - Consistency. - Authority. - Scarcity. |
| Team effectiveness model. | Organizational and team environment: physical space, rewards, etc. Team design: Size, etc. Team process: Team development, cohesion, trust. Team effectiveness: Organizational and team environment --> Team design and team process --> Team effectiveness. And team design --> Team process. |
| Mintzberg's emergent strategy. | Intended strategy --> Deliberate strategy --> External environment --> Realized strategy. |
| Kotter's eight steps. | - Sense of urgency. - Guiding coalition. - Develop a plan/vision - Communicate vision. - Give employees the tools to execute vision. - Develop short-term goals. - Don't declare it a win too early. - Incorporate it into the corporate culture. |
| Framework for interorganizational relationships. | - Resource dependence: Competitive and dissimilar. - Population ecology: Competitive and similar. - Collaborative network: Coorperative and dissimilar. - Institutionalism: Coorperative and similar. |
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