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Key Management Models: The 60+ Models Every Manager Needs to Know
Synopses & Reviews
Management models - love them or hate them, they crop up all the time. Models provide a framework for improving business performance, so if youre a manager, or studying business, then its 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 youll 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 youve already come across, or want to find new ones, youll find yourself referring back to it again and again. And youll wonder what you ever did without it!
IF YOU WANT TO BE A MODEL MANAGER, KEEP THIS BOOK CLOSE AT HAND
Book News Annotation:
The second edition of this guide to management models for business executives now includes over 60 examples such as lean thinking, SWOT analysis and core competencies. Van Assen (manufacturing management, RSM Erasmus U.), van den Berg (senior strategy consultant, Berenschot) and Pietersma (business strategies, Berenschot) group these approaches into strategic, tactical and operational models, and then provide an overall summary, guide to applications and a final analysis and assessment techniques for each example. A matrix chart for the organization of these models is also provided. Not distributed in the US at this time. Annotation ©2009 Book News, Inc., Portland, OR (booknews.com)
With over 33,500 copies sold of the previous edition, the winning formula of this incredibly successful book will remain the same. From SWOT analysis and core competencies to risk reward analysis and the innovation circle, Key Management Models explains each model in a clear, structured and practical way.
There is a brief overview of each of the 61 essential models that spans no more than
3-4 pages. For each model you will find:
· The model in a nutshell (the big idea)
· Its applicability (when to use it)
· The practicalities of applying it (how to use it)
· A critical appraisal (the final analysis)
The PERFECT reference book, no matter what business youre in.
About the Author
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 CEOs 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.
Table of Contents
About the authors.
Using the book.
Part 1 Strategic models.
1 Ansoffs product market grid.
2 The BCG matrix.
3 Blue ocean strategy.
4 Competitive analysis: Porters five forces.
5 Core competencies.
6 Greiners growth model
7 Kays distinctive capabilities.
8 Market-driven organisation.
9 Off-shoring / outsourcing.
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.
23 Business process redesign.
24 Competing values of organisational effectiveness.
25 Core quadrants.
26 Coveys seven habits of highly effective people.
27 Currys pyramid: customer marketing and relationship management
28 DuPont analysis.
29 Factory gate pricing.
30 Henderson and Venkatramans strategic alignment model
31 Hofstedes cultural dimensions.
32 House of purchasing and supply.
33 The innovation circle.
34 Kotlers 4Ps of marketing.
35 Kotters eight phases of change.
36. Kraljics purchasing model
37 Lean thinking / just-in-time.
38 MABA analysis.
39 Milkovichs compensation model
40 Mintzbergs configurations.
41 Monczkas 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 Belbins team roles.
51 Branding pentagram..
52 Change quadrants.
53 Discounted cashflow..
54 Kaizen / Gemba.
55 Mintzbergs management roles.
56 Risk reward analysis.
57 Root cause analysis / Pareto analysis.
58 The six thinking hats of De Bono.
59 The Deming cycle: plandocheckact
60 Value stream mapping.
Appendix: Model Matrix / Categorisation of models.
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