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Final

BU481 Final Exam Note Sheet.pdf

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Department
Business
Course
BU481
Professor
Tabatha Dominguez
Semester
Fall

Description
PERFORMANCE MATRIX  Government Policy—industries are highly regu-  Job Relations—ability to influence target groups management capability Measures of Operating Performance lated, companies to comply to standards within the organization to push strategic initia Reactive Change—sliding strategic perform-  Profitability—margins, expense ratios, ROE, Threat of Suppliers—bargaining power of suppliers tives. ance, clearer need for change, need to begin ROA which will impact input costs or quality of necessary Frozen Preferences is where the manager`s credit- change, some internal commitment for change,  Financial Position—Leverage, liquidity, activity raw materials or services ability is tested as they deal with situations where if mixed management capability  Msales Performance—market share, growth in purchases in large volumes, have additional informa- reputation in the organization. they would lose  Crisis Change—critical strategic performance, Measures of Organizational Health tion, face few switching costs ORGANIZATIONAL CAPABILITIES high commitment for change, low managemente,  Enthusiasm—excitement with work Threat of Substitute Products—products from Behaviour—looking at how much energy they put capability  Boundaries—identify with organization or groups outside the industry that can provide a similar packinto their position within the organization, how sub-Organizational Readiness for Change  Problem Solving—problem areas identified and age of benefits or otherwise perform the same func- ordinates are managed, attention given to external  Target Group Identification—identify the key dealt tion as the main product or service in the industry issues target groups who are key to the strategic imple-  Learning—learning from its experiences rivalry is affected by the other forces, impacted bycore basic assumptions shared by people in the or- mentation and those who are likely to be resistant Balanced Scorecard—financial, customer, internal the nature and number of competitors in the industryganization; dictates how employees behave and act to change business perspective, innovation and learning VALUE CHAIN  Culture pushes inward in the organization, by  Target Group Readiness—consists of target Vision, Mission, Values  Inbound Logistics pushing on behaviour and capabilities, but also group commitment, which is the organization’s Mission—looks at what it exists for, purpose  Operations has an outward force where it influences the the need for change; and target group capability,  Outbound Logistics choices that managers make about the organiza- to address any capability gaps which would im- Vision—sense of direction company is heading  Marketing & Sales tion pact the group’s ability to implement the change Values—represents the basic beliefs that govern  Service Inwardly Focused Behaviour Personal Readiness for Change behaviour VALUE SYSTEM  Absorbed by internal issues, indifferent to mar-  Personal Commitment—manager must be pre- Vision Check  Supplier ket based information pared for change in the organization, and be  Feasibility—Does the vision make sense?  Firm  sions made to the organizationnal politics in deci- ready to implement the change required  Flexibility—Is the vision flexible?  Distribution channel  Individualistic behaviour by members  Personal Capability—manager needs the re-  Stretch—DoeSTRATEGY TRIANGLE go long-term?  End Consumer  Progress measured by internal standards require specific training to show members thatl Goals BEAM ANALYSIS Market-Focused Behaviour manager is a credible agent of change Goals are an expression of what a business intends toDemand—needs and preferences of the consumer,  Driven by external challenges, market informa- PRIORITY TARGETS achieve; two types—hard goals and soft goals scale and timing of market development, customer tion extensively gathered  Change Agents—people who believe that Hard goals: profitability, market position, growth, bargaining power  Decisions made in line with changes in the ex- change is necessary, and that the proposed risk to technical change, supplier competence and bar- ternal environment, future performance likeli- changes make sense; has the required skills and societyals: management, employees, community, gaining power (as they help keep inventory costs hood capabilities to bring about the change Growth Goal Structure—priority on market, plant down as well as create availability), competition for Operate as a team and collaborate to solve dis-  Change Agents in Waiting—those who would and personnel investment raw materials and people putes and or issues like the change program to be successful, but do Harvest Goal Structure—tight approach to invest- Competition—aggregate competitive conditions  Measure progress by external standards the necessary skills and training help; requires ment and spending as priority such as how competitors respond in the market and
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