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Key Management Models: The 60+ models every manager needs to know (2nd Edition) |  |
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Key Management Models: The 60+ models every manager needs to know (2nd Edition) | |
From the Back Cover
Management models - love them or hate them, they crop up all the time. Models provide a framework for improving business performance, so if you’re a manager, or studying business, then it’s really important you know what they are and how to use them. Key Management Models has the winning combination of brevity and clarity, so it is the essential guide to all the management models you’ll ever need to know about.
This book gives you short, practical overviews of the top classic and cutting edge management models in an easy-to-use, ready reference format. Whether you want to remind yourself about models you’ve already come across, or want to find new ones, you’ll find yourself referring back to it again and again. And you’ll wonder what you ever did without it!
IF YOU WANT TO BE A MODEL MANAGER, KEEP THIS BOOK CLOSE AT HAND
"A little smasher" Human Resources Jan 09
Marcel van Assen(1969) is a senior consultant at the Operations Management group of Berenschot. His industrial consulting experience covers various manufacturing, supply chain, and strategic issues, from operational excellence, outsourcing & contract manufacturing to value-innovation based on strategic conversation, roadmapping and foresight.
In addition, he is an assistant professor of manufacturing management at the Department of Management of Technology and Innovation Department of RSM Erasmus University he is (co)author of several books and articles on operations and innovation management. He holds an MSc. in mechanical engineering from the University of Twente, an MSc. in business administration (strategy and organisation) from the Open University, and a Ph.D. in business administration froe member of ERIM (Erasmus acturing firms, clusters and networks.
Gerben van de Bergread business administration at the University of Groningen. He works at Berenschot as consultant in the Business Strategies group. He is a co-author of the book Excellence = optimization and innovation and (co)author of several articles concerning strategic management.
Paul PietersmaMSc. BA is a strategy consultant and managing director of Business Strategies at Berenschot. He has more than 10 years of experience in the consultancy business in which he advised many CEO’s and boards of directors on various strategic issues. He has won the Dutch Professionals Award of Management Consultancy, he has published several articles on strategy and he is the (co)author of two leading Dutch strategy books ‘Het Strategieboek I’ and ‘Het Strategieboek II’.
Contents
About the authors.
Preface.
Using the book.
Part 1 Strategic models.
1 Ansoff’s product market grid.
2 The BCG matrix.
3 Blue ocean strategy.
4 Competitive analysis: Porter’s five forces.
5 Core competencies.
6 Greiner’s growth model
7 Kay’s distinctive capabilities.
8 Market-driven organisation.
9 Off-shoring / outsourcing.
10 Road-mapping.
11 Scenario planning.
12 Strategic dialogue.
13 Strategic HRM model
14 Strategic human capital planning.
15 SWOT analysis.
16 The value chain.
17 Value-based management
18 The value disciplines of Treacy and Wierseman.
Part 2 Tactical models.
19 The 7-S framework.
20 Activity-based costing.
21 Beer and Nohria - E and O theories.
22 Benchmarking.
23 Business process redesign.
24 Competing values of organisational effectiveness.
25 Core quadrants.
26 Covey’s seven habits of highly effective people.
27 Curry’s pyramid: customer marketing and relationship management
28 DuPont analysis.
29 Factory gate pricing.
30 Henderson and Venkatraman’s strategic alignment model
31 Hofstede’s cultural dimensions.
32 House of purchasing and supply.
33 The innovation circle.
34 Kotler’s 4Ps of marketing.
35 Kotters’ eight phases of change.
36. Kraljic’s purchasing model
37 Lean thinking / just-in-time.
38 MABA analysis.
39 Milkovich’s compensation model
40 Mintzberg’s configurations.
41 Monczka’s purchasing model
42 Overhead value analysis.
43 Quick response manufacturing.
44 Senge – The fifth discipline.
45 Six Sigma.
46 The EFQM model
47 The theory of constraints.
48 Vendor managed inventory.
Part 3 Operational models.
49 The balanced scorecard (BSC)
50 Belbin’s team roles.
51 Branding pentagram..
52 Change quadrants.
53 Discounted cashflow..
54 Kaizen / Gemba.
55 Mintzberg’s management roles.
56 Risk reward analysis.
57 Root cause analysis / Pareto analysis.
58 The six thinking hats of De Bono.
59 The Deming cycle: plan–do–check–act
60 Value stream mapping.
Index
Appendix: Model Matrix / Categorisation of models.
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