SBLsummary of models and other stuff

Hi, I produced a word file a while ago, which I've pasted below, which contains summaries of various models and other details relevant to P3. I printed them off, cut them into individual notes, then wrote on the back of each one what it relates to, so I can test myself. I just thought I'd offer them here in case these are useful for anyone else. If anyone has any other ideas of stuff I can test myself on I'd be very grateful! Johnson, Scholes and Whittington (JS&W) – defining elements of strategic management • Strategic position • Strategic choices • Strategy into action (implementation) JS&W three strategy lenses • Strategy as design • Strategy as experience • Strategy as ideas Pestel • Political • Economic • Socio-cultural • Technological • Environmental • Legal Porter’s Diamond • Firm strategy, structure, rivalry • Demand conditions • Related and supporting industries • Factor conditions Porter’s five forces framework • Barriers to entry • Substitute products • The bargaining power of customers • The bargaining power of suppliers • Competitive rivalry Lifecycle model • Inception • Growth • Shakeout • Maturity • Decline Marketing Mix • Product • Price • Place • Promotion • People • Processes • Physical evidence Porter’s Value chain Primary Activities • Inbound logistics • Operations • Outbound logistics • Marketing and sales • Service Support Activities • Firm infrastructure • Human resource management • Technology development • Procurement SWOT analysis • Strengths • Weaknesses • Opportunities • Threats TOWS Matrix • SO strategies employ strengths to seize opportunities • ST strategies employ strengths to counter or avoid threats • WO strategies address weaknesses so as to be able to exploit opportunities • WT strategies are defensive, aiming to avoid threats and the impact of weaknesses Cultural Web (paradigm) • Stories • Symbols • Power structures • Organisation structures • Control systems • Rituals and routines Integrated Reporting • Financial capital • Manufactured capital • Intellectual capital • Human capital • Social and relationship capital • Natural capital JS&W’s three strategic rationales for corporate parents • Envisioning corporate intent • Intervention to improve performance • Provision of services, resources and expertise Boston Consulting Grout Matrix • Stars • Question marks • Cash cows • Dogs Public sector portfolio matrix • Public sector star • Political hot box • Golden fleece • Back drawer issue Ashridge portfolio matrix • Heartland businesses • Ballast businesses • Value trap businesses • Alien businesses The strategy clock • Price-based strategies (no frills / low price) • Differentiation strategies (hybrid / focused differentiation) • Failure strategies Ansoff’s Matrix (product market mix) • Market penetration • Product development • Market development • Diversification Balogun and Hope Hailey’s matrix • Incremental/Realignment - Adaptation • Incremental/Transformation - Evolution • Big bang/Realignment - Reconstruction • Big bang/Transformation - Revolution Contextual Features Model • Time available • Preservation • Diversity • Capability • Capacity • Readiness • Power • Scope 6 I’s of marketing • Independence of location • Industry structure • Interactivity • Individualisation • Integration • Intelligence 7 p’s of E-marketing • Product – or customer value • Price – or customer cost • Promotion – or customer communication • Processes • Physical evidence • People • Place – or customer convenience Job Design • Scientific management • Human relations / job enrichment • Japanese model • Re-design Objectives (SMART) • Specific • Measurable • Achievable • Relevant • Time-limited Balanced Scorecard • Financial perspective • Customer perspective • Internal business perspective • Innovation and learning perspective Types of diversification • Backward vertical integration • Conglomerates • Horizontal • Forward vertical integration Four Views Model (POPIT) • People • Organisation • Processes • Information Technology Harmon’s Grid • Low complexity/low strategic importance – automate/outsource • High complexity/low strategic importance – outsource • Low complexity/high strategic importance – automate • High complexity/high strategic importance – BPR and improvement Projects and Strategic Plans • Start date • Duration • Finish date • A relationship to other projects: after some, before others etc • A cost • A person responsible • A closely defined set of outcomes Stages of a Project • Initiation/initial screening • Risk assessment • Business case • Project plan • Executing • Monitoring and controlling/project milestones • Closing: delivery/review Project Initiation Document • Defines the project, its scope and its deliverables • Justifies the project: cost/benefit analysis; risk analysis • Secures funding for the project, if necessary • Defines the roles and responsibilities of project participants: sponsor, manager team • Gives people the information they need to be productive and effective right from the start: assignments, schedule, human resources, project control, quality control The Project Manager • Leadership abilities, including the ability to motivate • Technical ability in running projects and in the subject matter • Negotiation ability to negotiate with project sponsors (those who are paying), project team members and suppliers • Reporting on progress and difficulties • The ability to stay calm in a crisis • Excellent communication • Ability to delegate to team members The Project Team • Are fairly small • Are united in what they want out of the project • Have the right mix of complementary skills • Have the right mix of personalities Scenarios 1 Decide on the drivers for change 2 Bring drivers together into a viable framework 3 Produce seven to nice mini-scenarios 4 Group mini-scenarios into two or three larger scenarios 5 Write the scenarios 6 Identify issues arising Mintzberg’s Steriotypical Configurations 1 Simple (entrepreneurial) structure 2 Machine bureaucracy 3 Professional bureaucracy 4 Divisional form 5 Adhocracy 6 Missionary organisation Project Benefits • Observable • Measurable • Quantifiable • Financial Methods of Growth • Organic growth • Acquisitions and mergers • Joint ventures • Franchising • Alliances Procurement Involves locating items of the right • Price • Time • Quality • Quantity • Source Tannenbaum and Schmidt Managerial Style Authoritarian/task orientation ---------------------------------Democratic/relationship orientation Blake and Mouton’s Managerial Grid (concern for people/concern for production) 1.1 impoverished 1.9 country club 9.1 task orientated 9.9 team 5.5 middle of the road Theory X and Theory Y X Dislike work, need to be coerced, controlled, directed and/or threatened. Close supervision, carrot and stick Y Physical and mental effort is as natural as play or rest. Motivated to seek challenge and responsibility. Manager consultative, facilitating, positive feedback, challenge and responsibility as motivators.