Cima E3 Models

Front 1

Braithwaite & Drahos's Actors

Back 1

Organisations of states; individual states; business organisations; corporates; non-governmental organisations; mass public; knowledge based communities (last 3 are civil society)

Front 2

Johnson, Scholes & Whittington's Ethical Stances

Back 2

Short term shareholder; long term shareholder; multiple stakeholder; shaper of society

Front 3

Porter's Five Forces

Back 3

Bargaining power of suppliers; bargaining power of customers; threat of substitute products; threat of new entrants > Competitive rivalry within an industry

Front 4

Carroll's Layers of Corporate Social Responsibility

Back 4

Economic; legal; ethical; philanthropic

Front 5

Porter's Porter's Diamond

Back 5

Factor conditions; demand conditions; strategy, structure and rivalry; related and supporting industries

Front 6

Cyert & March's Resolving Stakeholder Objectives

Back 6

Satisficing (compromise); sequential attention; side payments (can't make main objective so compensate in other way); power

Front 7

Porter's Seven ways government can affect the structure of an industry

Back 7

Capacity expansion; demand; divestment; control; create entry barriers; competition policy; product regulation

Front 8

Mendelow's Stakeholder Matrix

Back 8

Minimal effort; keep informed; keep satisfied; key players (based on interest and power)

Front 9

N/A's 9 Ms

Back 9

Manpower; money; management; machinery; markets; materials; methods; management information; make-up (culture/intangibles)

Front 10

BCG's BCG Matrix

Back 10

Stars; question marks; cash cows; dogs (based on market share and market growth)

Front 11

Johnson & Scholes's Cultural Web

Back 11

Symbols & titles; power & relationships; myths & stories; control systems; organisational structure; rituals & routines

Front 12

N/A's Product Lifecycle

Back 12

Introduction; growth; maturity; decline

Front 13

Porter's Value Chain Analysis

Back 13

Value drivers: inbound logistics; operations; outbound logistics; marketing & sales; service. Support activities: firm infrastructure; human resources; technology development; procurement

Front 14

Stabell & Fjelstad's Value Shop

Back 14

Problem finding; problem solving; choosing among solutions; execution; control/evaluation. Firm infrastructure; human resources; technology development

Front 15

Peter Senge's Characteristics of Learning Organisations

Back 15

Continual organisational learning; merge thinking and acting at all levels of the organisation; build a shared vision and common purpose; appreciate how alternative actions could work; facilitate team and individual learning

Front 16

Nonaka & Takeuchi's Generic Strategies for Transferring Knowledge

Back 16

Socialisation; externalisation; combination; internalisation (tacit to explicit to tacit)

Front 17

N/A's Knowledge Strategy Implementation

Back 17

Gain top management support; create technology infrastructure; create sharing culture; populate databases and use the knowledge; ensure as much knowledge and information as possible is stored in computer systems (digitisation)

Front 18

McFarlan & McKenny's Strategic Information Systems Grid

Back 18

Turnaround; strategic; support; factory (based on current importance and future importance)

Front 19

Irvine & Martin's 5 Cs of Foresight

Back 19

Communication; concentration; coordination; consensus; commitment

Front 20

Porter's Porter's Generic Strategies

Back 20

Cost leadership; differentiation; cost focus; differentiation focus

Front 21

Ansoff's Product Market Mix

Back 21

Protect/build; product development; market development; diversification (strategies in relation to existing/new products/markets)

Front 22

Weihrich's TOWs Matrix

Back 22

SO (short term); ST (medium term); WO (long term); WT (medium term) (based on strategies to address strengths, weaknesses, opportunities, threats)

Front 23

Fitzgerald & Moon's Building Block Model

Back 23

Dimensions (business goals: profit; competitiveness; quality; resource utilisation; flexibility; innovation); standards (measures: ownership; achievability; equity); rewards (clarity; motivation; controllability). First devised to solve performance management problems in servcie industries.

Front 24

Goold & Campbell's Management Styles

Back 24

Strategic planning; strategic control; financial control

Front 25

McNair, Lynch & Cross's Performance Pyramid

Back 25

Corporate vision > Measures: Market; financial > Business operating systems: Customer satisfaction; flexibility; productivity > Departments: Quality; delivery; cycle time; waste > Operations

Front 26

Reardon & Rowe's 5 Phases of Radical Change

Back 26

Planning; enabling; launching; catalysing; maintaining

Front 27

McKinsey's 7s Model

Back 27

Hard: strategy; structure; systems. Soft: skills; staff; styles; shared values

Front 28

Belbin's 8/9 Roles in an Effective Team

Back 28

Plant; resource investigator; chairman/coordinator; shaper; monitor-evaluator; team worker; company worker/implementer; complete finisher; specialist

Front 29

Tuckman's Building Teams

Back 29

Forming; storming; norming; performing

Front 30

Kanter's Change Adept Organisation

Back 30

Imagination to innovate; professionalism to perform; openness to collaborate

Front 31

Johnson, Scholes & Whittington's Five Styles of Change Management

Back 31

Education & communication; collaboration/participation; intervention; direction; coercion/elicit

Front 32

Lewin's Force Field Analysis

Back 32

Driving forces; restraining forces

Front 33

Greiner's Growth Model

Back 33

Evolution, revolution, etc.

Front 34

Reardon & Rowe's Leadership Styles

Back 34

Logical; inspirational; supportive; commanding

Front 35

Lewin's Lewin's 3 Cs

Back 35

Communicate; consult; counsel

Front 36

Lewin's Model of Change

Back 36

Unfreeze; change; refreeze

Front 37

Kotter & Schlesinger's Overcoming Resistance to Change

Back 37

Education & communication; participation & involvement; facilitation & support; negotiation & agreement; manipulation & co-option; explicit & implicit coercion

Front 38

Beer & Nohria's Theory E & Theory O of Change Strategy

Back 38

Economic vs organisation

Front 39

Balogun & Hope Hailey's Types of Change

Back 39

Adaptation; evolution; reconstruction; revolution (based on scope of change: realignment to transformation & nature of change: incremental to big bang)

Front 40

Adrian Payne's Six Markets Model

Back 40

Internal; supplier; recruitment; referral; influence; customer

Front 41

N/A's 3 Cs Marketing Analysis

Back 41

Customer; company; competitor