CMI (Other exams) flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Tuckman's team stages

Forming, Storming, Norming, Performing, Adjourning. Teams move through these stages as relationships and roles settle, and can regress when membership or objectives change.

Situational leadership readiness

Hersey and Blanchard match leader style to follower readiness: Telling for low readiness, Selling next, Participating when capable but unwilling, Delegating when able and willing.

Herzberg two-factor theory

Hygiene factors such as pay and working conditions prevent dissatisfaction but do not motivate. Motivators such as achievement, recognition and responsibility create genuine satisfaction and engagement.

Transformational leadership components

Idealised influence, inspirational motivation, intellectual stimulation and individualised consideration. These raise follower commitment beyond transactional reward-and-monitor exchanges.

Blake-Mouton grid

A grid plotting concern for people against concern for production, each scored one to nine. Team Management at nine-nine is the ideal; Country Club and Task Management are imbalanced positions.

SMART objectives

Specific, Measurable, Achievable, Relevant, Time-bound. The test checks whether an objective is stated precisely enough to be monitored and fairly appraised.

Kirkpatrick evaluation levels

Four levels of training evaluation: reaction, learning, behaviour, results. Results is hardest to attribute to the training because other factors also affect performance.

Kolb learning cycle

Concrete experience, reflective observation, abstract conceptualisation, active experimentation. Effective learning passes through all four, not just experience or theory alone.

70:20:10 development model

Roughly 70 percent of learning comes from experience and challenging work, 20 percent from social interaction and coaching, and 10 percent from formal courses.

Locke goal-setting theory

Specific, difficult but accepted goals produce higher performance than vague do-your-best targets, provided there is feedback and commitment to the goal.

Porter's Five Forces

Rivalry among existing competitors, threat of new entrants, threat of substitutes, bargaining power of buyers, bargaining power of suppliers. Together they shape industry profitability.

Porter generic strategies

Cost leadership, differentiation, and focus on a narrow segment. Firms that pursue none clearly become stuck in the middle and earn below-average returns.

Ansoff growth matrix

Four growth options by product and market: market penetration, product development, market development, diversification. Risk generally rises across that sequence.

Balanced Scorecard perspectives

Financial, customer, internal process, and learning and growth. Measures are chosen across all four so short-term financial results do not crowd out capability building.

PESTLE analysis

A macro-environment scan of Political, Economic, Social, Technological, Legal and Environmental factors. It identifies external forces outside the organisation's direct control.

Critical path

The longest sequence of dependent tasks through a project network. It sets the minimum project duration, and its tasks carry zero float.

Cost performance index

CPI equals earned value divided by actual cost. A value below 1.0 means work is costing more than planned; above 1.0 means cost efficiency.

Schedule performance index

SPI equals earned value divided by planned value. A value below 1.0 indicates the project is behind schedule relative to the baseline.

PDCA cycle

Plan, Do, Check, Act. The loop underpins continuous improvement: plan a change, run it, measure results, then standardise or adjust.

Lean seven wastes

Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, often remembered as TIMWOOD. Lean targets the removal of these non-value-adding activities.

Break-even output

Fixed costs divided by contribution per unit, where contribution is selling price minus variable cost. It gives the volume at which total revenue equals total cost.

Current ratio

Current assets divided by current liabilities. It indicates short-term liquidity; a quick ratio excluding inventory gives a stricter test.

Net present value

Future cash flows discounted at the cost of capital, minus the initial investment. A positive NPV means the project is expected to add value.

Return on investment

Net gain from an investment divided by its cost, expressed as a percentage. It allows comparison of projects of different sizes but ignores timing.

Mendelow stakeholder matrix

Stakeholders mapped by power and interest. High power and high interest are managed closely; high power and low interest are kept satisfied; low power and high interest kept informed.

Net Promoter Score

Percentage of promoters scoring nine or ten minus percentage of detractors scoring zero to six. Passives scoring seven or eight are excluded from the calculation.

Customer lifetime value

Average purchase value multiplied by purchase frequency and customer lifespan, less acquisition and retention costs. It justifies spending more to retain valuable customers.

Lewin change model

Unfreeze, change, refreeze. Unfreezing loosens existing behaviour, change introduces the new way, and refreezing embeds it so old habits do not return.

Kotter eight-step change

Create urgency, build a coalition, form a vision, communicate it, empower action, secure short-term wins, consolidate gains, anchor changes in culture. Skipping steps undermines change.

Force-field analysis

Weighs driving forces for change against restraining forces against it. Lasting change is more likely when restraining forces are removed than when driving pressure is increased.

Conflict of interest management

Declare the interest, record it in a register, and recuse from the affected decision. Divestment or restructuring duties may be needed where declaration alone is insufficient.

Eisenhower matrix

Sorts tasks by urgency and importance. Urgent and important is done now; important but not urgent is scheduled; urgent but unimportant is delegated; neither is deleted.