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100+ Management Models

Book Description

Fashions in business thinking change abruptly. The way we think about leadership, for instance, has shifted radically from the genius of great entrepreneurs like Rockefeller, Carnegie and Ford, through leadership as a science, leadership that releases human potential, the leader as strategist and warrior, customer champion, globalist and shareholder advocate, to, more recently, leadership as stewardship of the environment. Hundreds of models have been developed to track, measure and forecast business solutions, but as fashions shift how can we apply them in real organizations that have to succeed outside the classroom? 100+ Management Models gives a quick overview of each of the most important models in nine different categories: sustainability, innovation, strategy, diversity, customers, human resources, benchmarking, leadership and implementation. At the end of each section there is a summary of the key dilemmas that tend to emerge from the particular function.

Table of Contents

  1. Title
  2. Dedication
  3. Preface
  4. Introduction
  5. Part 1: Sustainability
    1. Models for sustainability
      1. Model 1: Stakeholder Management, R. Edward Freeman (1984)
      2. Model 2: Seven Levels of Sustainability, Richard Barrett (1998)
      3. Model 3: The Seven Faces of Mount Sustainability, Ray Anderson (1999)
      4. Model 4: The Bottom of the Pyramid, C.K. Prahalad (2002)
      5. Model 5: Cradle to Cradle, William McDonough and Michael Braungart (2002)
      6. Model 6: The Sustainable Value Framework, Stuart Hart and Mark Milstein (2003)
      7. Model 7: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010)
    2. Reflections on sustainability
  6. Part 2: Innovation and entrepreneurship
    1. Models for innovation and entrepreneurship
      1. Model 8: Flow, Mihaly Csikszentmihalyi (1975)
      2. Model 9: Adaption–Innovation Inventory, Michael Kirton (1976)
      3. Model 10: The Entrepreneurial Process, Jeffry Timmons (1989)
      4. Model 11: Disruptive Innovation, Clayton Christensen (1995)
      5. Model 12: Serious Play, Michael Schrage (1999)
      6. Model 13: Open Innovation, Henry Chesbrough (2003)
      7. Model 14: Reverse Innovation, Vijay Govindarajan (2009)
    2. Reflections on innovation and entrepreneurship
  7. Part 3: Strategy and positioning
    1. Models for strategy and positioning
      1. Model 15: Product/Market Growth Matrix, Igor Ansoff (1957)
      2. Model 16: 3C: Company, Customer, Competition, Kenichi Ohmae (1975)
      3. Model 17: Crafting Strategy, Henry Mintzberg (1978)
      4. Model 18: Five Forces, Michael Porter (1979)
      5. Model 19: 7S, Tom Peters, Robert Waterman, Julien Phillips (1980)
      6. Model 20: Core Competencies, Gary Hamel and C.K. Prahalad (1990)
      7. Model 21: Brand Equity, David Aaker (1991)
      8. Model 22: Value Discipline, Michael Treacy and Fred Wiersema (1993)
      9. Model 23: Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne (2005)
    2. Reflections on strategy and positioning
  8. Part 4: Diversity of cultures
    1. Models for diversity of cultures
      1. Model 24: Myers–Briggs Type Indicator (MBTI), Isabel Briggs Myers and Katharine Cook Briggs (1962)
      2. Model 25: Corporate Culture, Charles Handy and Roger Harrison (1976)
      3. Model 26: Hofstede’s Cultural Dimensions, Geert Hofstede (1980)
      4. Model 27: Belbin’s Team Roles, Meredith Belbin (1981)
      5. Model 28: Competing Values Framework (CVF), Robert Quinn and Kim Cameron (1981)
      6. Model 29: Three Levels of Culture, Edgar Schein (1985)
      7. Model 30: Developmental Model of Intercultural Sensitivity (DMIS), Milton Bennett (1986)
      8. Model 31: Spiral Dynamics, Don Beck and Chris Cowan (1996)
      9. Model 32: Seven Dimensions of Culture, Fons Trompenaars and Charles Hampden-Turner (1993)
      10. Model 33: The Colour Theory of Change, Léon de Caluwé and Hans Vermaak (2006)
    2. Reflections on diversity of cultures
  9. Part 5: Customers
    1. Models for customers
      1. Model 34: Rokeach Value Survey (RVS), Milton Rokeach (1973)
      2. Model 35: Consumer Behaviour, John Howard and Jagdish Sheth (1969)
      3. Model 36: 3Rs – Retail, Reputation, Relationship, Corstiaan Marinus Storm (1987)
      4. Model 37: Strategic Purchasing, Peter Kraljic (1983)
      5. Model 38: Total Perceived Service Quality, Christian Grönroos (1984)
      6. Model 39: Customer Satisfaction, Noriaki Kano (1984)
      7. Model 40: Elaboration Likelihood Model (ELM), Richard Petty and John Cacioppo (1986)
      8. Model 41: Service–Profit Chain, James Heskett, Thomas Jones, Gary Loveman, Earl Sasser and Leonard Schlesinger (1994)
      9. Model 42: Customer Loyalty, Thomas Jones and Earl Sasser (1995)
      10. Model 43: Six Stages of Social Business Transformation, Charlene Li and Brian Solis (2013)
    2. Reflections on customers
  10. Part 6: Human resource management
    1. Models for human resource management
      1. Model 44: Gainsharing, Joseph Scanlon (1948)
      2. Model 45: Two-Factor Theory, Frederick Herzberg (1959)
      3. Model 46: Theory X and Theory Y, Douglas McGregor (1960)
      4. Model 47: Evolutionary Growth of Organizations, Larry Greiner (1972)
      5. Model 48: AMO: Abilities, Motivation, Opportunities, Thomas Bailey (1993)
      6. Model 49: HRM Roles, David Ulrich (1997)
      7. Model 50: The Happiness Factory, Maurits Bruel and Clemens Colson (1998)
      8. Model 51: Contextually Based HR Theory, Jaap Paauwe (2004)
      9. Model 52: Competence-Based Employability, Claudia van der Heijde and Beatrice van der Heijden (2006)
    2. Reflections on human resource management
  11. Part 7: Benchmarking and results
    1. Models for benchmarking and results
      1. Model 53: Management By Objectives, Peter Drucker (1954)
      2. Model 54: BCG Matrix, Bruce Henderson (1968)
      3. Model 55: GE–McKinsey Matrix, General Electric and McKinsey Consulting (1971)
      4. Model 56: The Value Chain, Michael Porter (1985)
      5. Model 57: Identity and Image, Klaus Birkigt and Marinus Stadler (1986)
      6. Model 58: Business Process Management (BPM), Michael Hammer (1990)
      7. Model 59: Balanced Scorecard, Robert Kaplan and David Norton (1992)
      8. Model 60: Social Media ROI Pyramid, Jeremiah Owyang (2010)
    2. Reflections on benchmarking and results
  12. Part 8: Leadership and communication
    1. Models for leadership and communication
      1. Model 61: Managerial Grid, Robert Blake and Jane Mouton (1964)
      2. Model 62: Situational Leadership, Paul Hersey and Kenneth Blanchard (1969)
      3. Model 63: Servant-Leadership, Robert Greenleaf (1970)
      4. Model 64: 8-Step Change, John Kotter (1995)
      5. Model 65: Situational Crisis Communication Theory, Timothy Coombs (1995)
      6. Model 66: Level 5 Leadership, Jim Collins (2001)
      7. Model 67: Cynefin, David Snowden and Mary Boone (2007)
      8. Model 68: Communication and Employee Engagement, Mary Welch (2011)
    2. Reflections on leadership and communication
  13. Part 9: Implementation
    1. Models for implementation
      1. Model 69: Ethos, Pathos, Logos, Aristotle (350 BC)
      2. Model 70: AIDA, Elias St. Elmo Lewis (1898)
      3. Model 71: DuPont model, Frank Donaldson Brown (1914)
      4. Model 72: Continuous Improvement, William Edwards Deming (1948)
      5. Model 73: Brainstorming, Alex Osborn (1953)
      6. Model 74: Leary’s Rose, Timothy Leary (1957)
      7. Model 75: Bi-sociation, Arthur Koestler (1964)
      8. Model 76: Small Group Development, Bruce Tuckman (1965)
      9. Model 77: 360-Degree Feedback, Edward Lawler (1967)
      10. Model 78: Lateral Thinking, Edward de Bono (1967)
      11. Model 79: The Conscious Competence Ladder, Lewis Robinson (1974)
      12. Model 80: FCB Grid, Richard Vaughn (1980)
      13. Model 81: SWOT, Heinz Weihrich (1982)
      14. Model 82: Means-End Analysis, Jonathan Gutman (1982)
      15. Model 83: Learning Style Inventory, David A. Kolb (1984)
      16. Model 84: Six Principles of Influence, Robert Cialdini (1984)
      17. Model 85: Scrum, Hirotaka Takeuchi and Ikujiro Nonaka (1986)
      18. Model 86: The Seven Habits of Highly Effective People, Stephen Covey (1989)
      19. Model 87: Benchmarking, Robert Camp (1989)
      20. Model 88: EFQM Excellence Model, The European Foundation for Quality Management (EFQM) (1991)
      21. Model 89: Strategic Dialogue, Mathieu de Vaan, Steven ten Have and Wouter ten Have (1996)
      22. Model 90: Strategic Personnel Planning, Gerard Evers and Cornelis Verhoeven (1999)
      23. Model 91: Mapping, Bridging, Integrating (MBI), Joseph DiStefano and Martha Maznevski (2000)
      24. Model 92: Yellow Box, Mark Raison (2002)
      25. Model 93: Elements of Website User Experience, Jesse James Garrett (2002)
      26. Model 94: Mechanic, Dynamic, Aesthetic (MDA) Design for ‘Gamification’, Robin Hunicke, Marc LeBlanc and Robert Zubek (2004)
      27. Model 95: Business Model Canvas, Alexander Osterwalder (2008)
      28. Model 96: Sustainability Roadmap, Ram Nidumolu, C.K. Prahalad and M.R. Rangaswami (2009)
      29. Model 97: Balancing Transparency, Piet Hein Coebergh and Edi Cohen (2009)
      30. Model 98: Blue Leadership, Jan Moen and Paul Ansems (2009)
      31. Model 99: The Blue Economy, Gunter Pauli (2010)
      32. Model 100: Eight Routes for Culture Change, Jaap Boonstra (2013)
    2. Reflections on models for implementation
  14. Conclusion
  15. About the authors
  16. Our thanks
  17. Bibliography
  18. List of sources for the visualizations of models
  19. Copyright notice