Key management models : the 60+ models every manager needs to know / Marcel van Assen, Gerben van den Berg, Paul Pietersma.  (Text) (Text)

Assen, Marcel van
Berg, Gerben van den | Pietersma, Paul | Have, Steven ten
Call no.: HD38.15 .K49 2009Publication: Harlow, England : Financial Times/Prentice Hall, 2009Edition: 2nd edDescription: xiv, 249 p. : illNotes: Rev. ed. of: Key management models / by Steven ten Have. 2003.ISBN: 9780273719106 (pbk.); 0273719106 (pbk.)Subject(s): ManagementOrganizational effectivenessBusiness communicationLOC classification: HD38.15 | .K49 2009
Contents: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 organization – 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.
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Rev. ed. of: Key management models / by Steven ten Have. 2003.

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 organization – 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.

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