CIMA E2

Theory X

Assumes workers dislike work and need direction/control.

Theory Y

Takes a positive view of employee motivation and responsibility.

Herzberg motivators

Achievement and recognition are motivators, while salary, working conditions, and job security are hygiene factors.

Hygiene factors

Prevent dissatisfaction but do not create motivation.

Instrumentality

The belief that performance will lead to the promised reward.

Valence

The value the individual places on the reward.

Management by objectives

A management style identified with Peter Drucker.

Fayol's functions

Include planning, organizing, commanding, coordinating, and controlling.

Mintzberg's Figurehead role

An interpersonal managerial role performed by a CEO at ceremonial events.

Human relations school

Emphasizes informal groups and social relationships at work.

Socio-technical approach

Associated with Trist and Bamforth, integrating social and technical systems.

Mechanistic structure

Characterized by rigid hierarchy and centralized decision-making.

Blake and Mouton's managerial grid

A framework that classifies management styles based on concern for people and production.

Adair's action-centered leadership

Focuses on balancing task, group, and individual needs.

Expert power

Power that arises from specialist knowledge.

Legitimate power

Power that arises from a person's formal position.

Tuckman's Norming stage

When a team agrees on standards and accepted ways of working.

Belbin's Plant role

Creative, imaginative, and generates original ideas.

Belbin's Shaper role

Dominant, driven, and pushes the team to achieve.

Completer-finisher role

Focuses on deadlines and errors.

Schein's artefacts

Visible office layout, dress, and observable rituals.

Communication distortion

Occurs when a message changes meaning during translation.

Non-verbal communication

Facial expressions and posture, important aspects of communication.

Communication process

Begins with the sender encoding a message and includes feedback.

Abilene paradox

When employees accept a proposal believing everyone else supports it.

Constructive conflict advantage

Can bring emotions and issues into the open.

CIMA ethical principles

Include integrity, objectivity, and professional behaviour.

Mendelow's stakeholder management

High power and high interest stakeholders should be managed closely.

Cialdini's Social proof

Following behaviour perceived as normal among others.

Cialdini's Authority principle

Increases influence because of perceived status or expertise.

Five Forces Buyer power

Strong when customers can easily switch between similar providers.

Supplier power

Stronger when there are fewer alternative suppliers.

Threat of new entrants

Barriers such as capital and regulatory approval affect this force.

Competitive rivalry

Occurs when existing firms cut prices to win customers.

Threat of substitutes

When similar products replace traditional services.

Barriers to entry

Include economies of scale and high capital requirements.

Cost leadership strategy

Targets the whole market by being the lowest-cost producer.

Differentiation focus strategy

Serves a narrow customer segment using highly distinctive products.

Primary activity in value chain

Operations, focused on the actual process of production.

Support activities in Porter's value chain

Include HR management, procurement, and firm infrastructure.

Outbound logistics

Involves storing and distributing goods to customers.

Threshold resource

A resource required to meet minimum customer requirements.

Threshold competence

An activity/process required to meet minimum customer requirements.

Unique resource

An asset that provides competitive advantage and is hard to imitate.

Core competence

An exceptional capability or process that gives a competitive edge.

Business-model activities

Define value, create value, deliver value, capture value.

Balanced scorecard perspective

Internal business perspective links most closely to creating value.

Ecosystem role of platform provider

Creates the environment for buyer and seller interactions.

Experience provider role

Delivers personalized customer-centric products.

Ecosystem definition

A complex web of interdependent enterprises and relationships.

Ecosystem collaboration

Participants are generally less adversarial and more collaborative.

Big Data analytics

Technology that analyses large datasets to identify patterns.

Big Data Velocity

Refers to speed of generation and processing.

Big Data Veracity

Concerns reliability and quality.

Distributed ledger technology

Maintains a shared record of transactions.

Disruption strategy Build

Developing new digital capability internally.

Disruption strategy Buy

Acquiring a technology company for exclusive control.

VUCA definition

Describes volatile, uncertain, complex, and ambiguous environments.

TARA acronym

Transfer, Avoid, Reduce, Accept (project risk response mnemonic).

Transferring risk

Purchasing insurance against project risk.

Reducing risk

Introducing internal controls lowers the probability of a risk.

Project float calculation

Earliest start day minus activity duration yields float.

Critical path

Determines the minimum overall project duration.

PERT expected time formula

(O + 4M + P) / 6.

Contingency time allowance

Additional time allowed for uncertainty in project duration.

Project triangle components

Cost, quality, time.

Changing project constraints

Shortening deadlines affects time and increases cost.

Work breakdown structure (WBS)

Breaks required work into manageable workstreams.

Resource histogram use

Identifies overloaded or under-utilized employees.

Gantt chart usage

Visually shows activities against time and overall project timescale.

Matrix structure

Integrates people from different functions while retaining functional relationships.

Heavyweight matrix structure

Departmental members are seconded to a project full-time.

Project champion role

Promotes the project and communicates its vision.

Project sponsor role

Accountable for project resources and achievement of objectives.

Control gate

A milestone passed only when specified criteria are met.

Buffering technique

Adds artificial slack to risky project activities.

Technical feasibility

Considers whether suitable technology and expertise are available.

Ecological feasibility

Examines environmental impact.

Risk vs. uncertainty

Risk can be quantified; uncertainty cannot be reliably quantified.

PMI project phases

Initiation, Planning, Execution, Control, Closing.

180-degree appraisal

Primarily obtains feedback from colleagues.

Kram's mentoring functions

Includes career and psychosocial domains.

Feeling of inequity

Occurs when a worker feels unfairly rewarded compared to colleagues.

Integrative bargaining

Seeks a mutually satisfactory win-win solution.

Best response to unexpected proposal

Request time to consider it.

Effective motivational target

Controllable, achievable, and appropriate target.

Motivating bonus structure

Linked target and reward perceived as fair.

Intrinsic reward example

Interesting work arising from the nature of the work itself.

Extrinsic reward example

Salary as an externally provided reward.

Output control

Specifies output standards while allowing discretion over methods.

Performance management focus

Aligns and improves individual and organisational performance.

Brand as a unique resource

Creates competitive advantage and is difficult to imitate.

Processes deploying a brand

Best classified as core competence.

Cinema losing customers

Experiences pressure from substitutes.

Critical path in projects

Determines the earliest possible completion date of project activities.

Mendelow strategy for low interest/low power

Requires minimal effort from management.

Mendelow strategy for high power/high interest

Involves managing stakeholders closely.

Forming stage in teams

Characterized by uncertainty about roles after initial meetings.

Storming stage in teams

Characterized by conflict and challenges arising among team members.

Blake and Mouton Country club style

High concern for people, low concern for production.