Key Management Models, 3rd Edition: The 75+ Models Every Manager Needs to Know

✍ Scribed by Gerben Van Den Berg

• Publisher: FT Publishing International
• Year: 2014
• Tongue: English
• Leaves: 345
• Edition: 3
• Category: Library

✦ Synopsis

This best selling management book is a true classic. If you want to be a model manager, keep this new, even better 3rd edition close at hand.

 

Key Management Models has the winning combination of brevity and clarity, giving 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. It's the essential guide to all the management models you’ll ever need to know about.

 

Includes the classic and essential management models from the previous 2 editions.

 

Thoroughly updated to include cutting edge new models.

 

Two-colour illustrations and case studies throughout.

 

✦ Table of Contents

Cover
Contents
About the authors
Publisher's acknowledgements
Preface
Using this book
Part 1: Corporate and business strategy
Chapter 1: Ansoff’s matrix and product market grid
Chapter 2: BCG matrix
Chapter 3: Strategic dialogue
Chapter 4: BHAG
Chapter 5: Blue ocean strategy
Chapter 6: Business model canvas
Chapter 7: Business scope (Abell)
Chapter 8: Competitive analysis: Porter’s five forces model
Chapter 9: Core competencies
Chapter 10: Internationalisation strategy framework
Chapter 11: Road-mapping
Chapter 12: Scenario planning
Chapter 13: Strategy maps
Chapter 14: SWOT analysis
Chapter 15: Value disciplines
Part 2: Organisation and governance
Chapter 16: 7-S framework
Chapter 17: Balanced scorecard
Chapter 18: Benchmarking
Chapter 19: Organisational growth model (Greiner)
Chapter 20: Offshoring/outsourcing
Chapter 21: Organisational configurations (Mintzberg)
Chapter 22: Overhead value analysis
Chapter 23: Risk management
Chapter 24: The value chain
Part 3: Finance
Chapter 25: Activity-based costing
Chapter 26: Capital asset pricing model (CAPM)
Chapter 27: Discounted cash flow (DCF) and net present value (NPV)
Chapter 28: DuPont scheme
Chapter 29: Economic value added (EVA) and weighted average cost of capital (WACC)
Chapter 30: Financial ratio analysis: liquidity, solvency and profitability ratios
Chapter 31: Investment stages
Chapter 32: Real options theory
Chapter 33: Risk–reward analysis
Chapter 34: Value-based management
Part 4: Marketing and sales
Chapter 35: 4Ps of marketing (Kotler)
Chapter 36: Branding pentagram
Chapter 37: Client pyramid (Curry)
Chapter 38: Crowdsourcing
Chapter 39: Customer journey mapping
Chapter 40: MABA analysis
Chapter 41: Social network analysis
Chapter 42: Stakeholder management
Part 5: Operations, supply chain management and procurement
Chapter 43: Business process redesign
Chapter 44: House of purchasing and supply
Chapter 45: Kaizen/Gemba
Chapter 46: Lean thinking/just-in-time
Chapter 47: Purchasing model (Kraljic)
Chapter 48: Root cause analysis/Pareto analysis
Chapter 49: Six sigma
Chapter 50: The EFQM model
Chapter 51: Value stream mapping
Part 6: Innovation, technology management and e-business
Chapter 52: Diffusion model
Chapter 53: Disruptive innovation
Chapter 54: Hype cycle
Chapter 55: Innovation circle
Chapter 56: Information Technology Infrastructure Library (ITIL®)
Chapter 57: Stage-Gate model
Chapter 58: Strategic IT-alignment model
Chapter 59: The Open Group Architecture Framework (TOGAF®)
Part 7: Human resources (HR) and change management
Chapter 60: Change quadrants
Chapter 61: Compensation model
Chapter 62: Eight phases of change (Kotter)
Chapter 63: HR business roles
Chapter 64: Motivational insights
Chapter 65: Six thinking hats (De Bono)
Chapter 66: Socially engineered change
Chapter 67: Team roles (Belbin)
Chapter 68: The Deming cycle: plan–do–check–act
Part 8: Leadership and (inter)cultural management
Chapter 69: Bottom of the pyramid
Chapter 70: CAGE distance framework
Chapter 71: Competing values
Chapter 72: Core quadrants
Chapter 73: Cultural dimensions (Hofstede)
Chapter 74: Culture dimensions (Trompenaars)
Chapter 75: Focus–energy matrix
Chapter 76: Seven habits of highly effective people (Covey)
Chapter 77: Situational leadership
Appendix: Model matrix and categorisation
Index