Model/Theories

• highlights the range of different management styles

  Tannenbaum Schmidt Continuum

  
• highlights different management styles, according to the concern on task and the concern for people

  Blake Mouton Grid

  
• Categorises stakeholders in terms of their relative power and interest

  Stakeholder mapping

  
• Identifies how products/brands are perceived by customers relative to other products/brands in the market(quality and price)

  Market mapping

  
• This assesses how products are performing in relation to market share and market growth.

  Boston Matrix

  
• This sets out the typical stages that sales of product may go through over time.

  The product life cycle

  
• Identifies factors that influence the motivating potential of a job

  Hackman and Oldham’s model of job design

  
• It involves an internal and external audit which may take place before a business develops an appropriate strategy

  SWOT analysis

  
• Highlights the range of influences on the success of a business beyond that of the traditional view of looking at profit. It combines non-financial measures alongside financial measures

  Kaplan and Norton’s balanced scorecard model

  
• The model highlights that business performance may be measured in a number of ways: in relation to its finances, its environmental impact and how socially responsible it is in relation to employees

  Elkington’s Triple Bottom Line

  
• Outlines the different possible aspects of social responsibility for a business.

  Carroll’s Corporate Social Responsibility Pyramid

  
• analysed the competitive environment of an industry and identified five forces that determined the likely profits of businesses operating within it.

  Porter’s five forces

  
• It classifies strategies based on the products offered and the markets in which the business competes

  Ansoff matrix

  
• This highlights the strategic decisions of managers in terms of the scope of the business’ activities and the positioning within the market.

  Porter’s Generic strategies

  
• This outlines different strategies in terms of the perceived benefits (added value) and price.

  Bowman’s strategic clock

  
• Highlights the challenges that typically occur in managing businesses as an organisation gets older and bigger. It shows typical crisis points in the development of a business.

  Greiner’s model of growth

  
• examines the different approaches to managing businesses that operate in several countries.

  Bartlett and Ghoshal’s International model

  
• Highlights that at any moment there are forces for and against change. The model identifies how change may be brought about.

  Lewin’s force field analysis

  
• Identifies four types of reason why people resist change.

  Kotter and Scheslinger’s 4 reasons for resistance to change

  
• Outlines some of the methods that might be used to overcome resistance to change.

  Kotter and Schlesinger’s 6 ways of overcoming resistance to change

  
• Handy outlined four types of culture: power, role, task and person.

  Handy’s Culture culture

  
• This model identifies different forms of national culture.

  Hofstede’s national cultures

  
• occurs when the strategy pursued by a business no longer fits with the environment around it.

  Strategic drift